Personal Development and Careers - Essay Example

1. “Learning is the process of acquiring knowledge through experience which leads to an enduring change in behaviour.” (Huczynski & Buchanan,  -Explain this statement, showing how it relates to a learning theory that you have studied on this module and to your own approach to learning. Over the years, organizations have invested in the development of their employees’ skills and knowledge as this has remained to be a significant means for gaining a competitive advantage. Employees may also experience difficulties in learning in the midst of various requirements brought about by daily work. During other times, despite the efforts of the management for their workers to obtain learning, such employees may have low levels of motivation to develop their competencies and apply these in actual practice. This has consequently led to certain issues in relation to the willingness of both employees and the management towards skill development as well as the availability of learning and training programs (Tharenou, 2001). On the whole, numerous researchers have been attempting to provide a clear definition for the concept of learning; however, not one definition has been viewed as conclusive or applicable in all contexts. Nevertheless, learning can bring about changes in an individual’s behavior depending on his experiences and findings. Therefore, the process of experiencing and discovering can result to a wider understanding of our surroundings as well as of ourselves (Yin, 2001). This can allow people to apply their obtained knowledge in a wide range of situations. The acquisition of knowledge often includes processes with which organized information can be acquired as data from experience is transformed and utilized as information that is useful. Three types of knowledge has been identified- declarative knowledge that is referred to as knowledge based on fact, procedural knowledge that is described as being able to carry out tasks and activities, and metacognitive knowledge as being aware of how one thinks. Meanwhile, domain knowledge refers to the knowledge that an individual has regarding a particular field (Pun and Balkissoon, 2011). Through experiences and discoveries, people increase their awareness and understanding of how they eventually gain knowledge, learn, and apply certain behavioral changes. By means of the learning theories, we are able to view the concept of learning in certain perspectives. Pointing out the importance of experience in learning and creating changes in behavior, this can be associated with constructivism which is a theory that explains how people learn; specifically, the theory asserts that individuals establish meaning by means of their interactions and experiences within social settings. Moreover, the theory assumes that experiences and previously acquired knowledge play an important function in learning and can be the foundation for subsequent actions and behaviors (Meyer, 2009). The theory of constructivism highlights the “why” of learning, thereby allowing individuals’ to improve their critical thinking and lead to further intellectual development. The acquisition of knowledge can be a comprehensive and holistic process with which various methods can be utilized, from reading and listening to experimenting and experiencing. Vygotsky (1978) developed the social constructivism model that emphasized the relevance of contextual-based learning or learning in context. This can be demonstrated by establishing interactions with others within a social environment wherein knowledge can both be acquired and applied. There are a number of propositions that distinguish constructivism from other theories; for instance, cognition takes place when individuals share their learning and understandings among each other. Furthermore, the goal of exploration is to influence what has been previously learned and experienced in order to bring about new understandings. Knowledge can also be obtained through social activities, whether the individual is involved in an independent manner or in groups. Different ideas and additional information can further allow learners to verify possibilities and the practicality of their understandings (Wertsch, 1997). Experience plays an important role in the constructivism theory; in active learning with which experience is one the primary components, knowledge can be physically created by the individual. Symbolically, knowledge can also be established by the learner who is making his own representation of action; in a social manner, knowledge is also created and transmitted to others. Knowledge can also be theoretically established by the individual as he attempts to explain occurrences that cannot be fully understood. The constructivism theory highlights the important role of learner empowerment with which individuals, in their exploration and discovery of knowledge, should be provided with adequate opportunities and experiences for them to apply their understandings. By using a constructivist approach with which learners are shifted from traditional acquisition of factual knowledge to actual self-evaluation and metacognition, individuals are encouraged to critically reflect on their ideas, values, and beliefs, allowing them to establish a more comprehensive means of learning and developing skills (Wertsch, 1997). 2. Why would managers want to change employees’ attitudes? Comment on the approach you might take as a manager, giving reasons. The time and effort which managers provide for skill and knowledge acquisition, remains be an important issue. Employee learning and development is a fundamental part of improving the workplace environment; thus, there is a great need for managers to improve their workers’ skills and promote positive changes in their behavior as this can result to improved organizational performance (Deci and Ryan, 2000). However, before being able to encourage employees to improve their learning, it is necessary that they are fully motivated for them to reach full potential. For instance, the use of training and development opportunities in the workplace enables the worker to understand his role and tasks in the workplace environment. The management faces a critical issue in promoting favorable behavioral changes and competency development among their employees as this can ultimately lead to gaining a competitive advantage. When managers provide adequate opportunities for learning, this conveys a message to the workers that the company is concerned of their development. Employee retention has played a significant role in the success of organizations; thus, to make sure that employees grow and develop with the company, their learning and development should be made as an important priority. To increase the learning of workers will allow the company to increase its possibilities of accomplishing its goals and objectives. When managers provide more time and efforts for promoting a positive change in employee learning and behavior, knowledge is increased while skills are further developed. Consequently, this can increase the productivity of workers and improve firm performance. In businesses, this can significantly lead to profitability, the quality of products and services, or the satisfaction of customers. As learning can improve the productivity and efficiency of employees, both quality and quantity performance can be positively affected; thus, companies can cut back on their resources when workers are properly trained (Admiraal and Lockhorst, 2009). When managers are able to change the behavior of employees toward, during, and after learning experiences, workers will be more acquainted with their roles and tasks, thereby needing less supervision and reducing the chances of error. Learning and training experiences can also bring about favorable changes in one’s behavior; for example, it can increase employee morale with which job satisfaction and security can be obtained. When an employee is more satisfied, assured, and confident, he can contribute even more to the success of the organization; furthermore, the rates of turnover and absenteeism will be lower, allowing the company to make the most use of their workers’ potential. While the organization gains benefits from knowledgeable employees, these workers can also obtain their personal advantages, such as increased likelihood for rewards and promotion, further increasing their levels of motivation and commitment towards work. As managers attempt to promote learning and behavioral changes in their employees, this can significantly lead to professional development that helps prepare employees for current and future responsibilities. Such experiences can also allow employees to create strategies for handling their tasks and colleagues within the workplace. Owing to various economic and social factors, such as cultural diversity, the trend of globalization, market demands, and increased competition, learning, development, and behavioral changes have become highly relevant for both the management and employees. It has been recommended for managers to regularly provide opportunities and experiences for training and development to ensure high levels of skill and knowledge among employees (Kock and Ellstrom, 2011). To obtain organizational effectiveness, it is important that employee learning and development corresponds to the needs and goals of the company. As managers, it is a responsibility to provide constructive feedback and monitor the improvements in the performance of workers as well as to motivate and keep employees satisfied of their role at work. To encourage such positive changes in the behavior and attitudes of workers can increase their level of responsibility in the organization, reduce ambiguities with regards to their role, enhance performance, and further increase the likelihood for acquiring more knowledge and developing more skills. 3. Choose four barriers to communication that you have studied on this module. Suggest, as a manager, how you might overcome such barriers. The importance of communication in the workplace cannot be overemphasized as it remains to be one of the essential components for organizational success. Effective communication can play an important function for the relationship between managers and employees. With a proper and formal system for communication, possibilities for misunderstandings can be reduced and more work can be accomplished. Communication also helps boost the self-esteem of employees within the workplace; thus, poor communication among workers or between a leader and his followers can bring about conflicts and low levels of morale at work. Clearly explaining to employees the tasks to be accomplished, their performance, and possible means for improving current conditions can yield positive personal and organizational outcomes. Human relations can be improved while productivity is increased (Zwijze-Koning and de Jong, 2009). However, due to a number of communication barriers, conflicts and misunderstandings in the workplace are inevitable. For instance, interpersonal barriers can drive individuals to create a distance among themselves. Withdrawal refers to the absence of interpersonal communication and contact with which one refuses to stay in touch and spend time with others. Pastimes are also repetitive activities/routines that take up a person’s time and do not promote helpful interaction among individuals. While accomplishing tasks allows the employee to help realize organizational goals, excessive work demands can become an obstruction to workplace communication. Emotional barriers can also bring about adverse effects on open communications with which fear, doubt, and suspicion decrease the intention of an individual to communicate and interact with others. While caution can be beneficial in certain relationships, too much fear and mistrust especially of how others may think of us can act as a barrier to an individual’s development of an effective communicator as well as his ability to establish meaningful relations. Gender barriers have also been identified as an obstruction to communication in the workplace. Researchers and practitioners alike have examined the gender roles of masculinity and femininity over the previous decades. Masculinity is primarily comprised of instrumental, individualistic, and assertive qualities while femininity is characterized by attitudes that are expressive, sympathetic, and considerate (Foley, Hang-Yue, and Wong, 2005). For instance, while women have been frequently reported as more supportive and warm towards others, their male counterparts have been commonly perceived as assertive and domineering. Men, who are often in higher –status roles, demonstrate gender-stereotypic masculine qualities, such as being competitive and controlling. On the other hand, women who often assume lower-status roles display gender-stereotypic feminine attributes, including selflessness, compassion, and encouragement. Because male managers may assert power, authority, and influence, their subordinates may feel intimidated to communicate and express ideas and concerns. Moreover, while men talk in a more logical and linear manner, women are more influenced by logic and emotion. While men take on a more masculine approach of management, women tend to demonstrate a more participative management of style. If men, compared to their female counterparts, are traditionally known to demonstrate a more autocratic style of management and carry out rigid and inflexible organizational structures, then female managers can be presumed to bring about more favorable outcomes regarding the delegation of responsibility to others when it comes to business operations (Eagly, Karau, and Makhijani, 1995). Thus, women can be more associated with higher levels of communication and collaboration with which employees are allowed to express their opinions and contribute to decision making. Owing to such gender differences, conflicts may arise in the workplace when a male or female is not able to effectively handle the demands and communication preferences of the other. Cultural and language barriers also play a great role in communication and relationship building among employees in the workplace. Examples of cultural differences and misunderstandings include the social hierarchy that establishes the communication barriers at work. For instance, women are considered as subordinate to men in many countries with which they may not be allowed to speak directly to their male counterparts (Sriussadaporn, 2006). With this, many females do not feel satisfied or comfortable in their work environment and may feel violated in certain ways. Thus, to understand the interaction between gender and the roles that they assume is a crucial concern to any organization. Personal space that is practiced in almost every culture can also negatively affect communication with which employees are required to distance themselves from each other. Others, however, are encouraged to work closer for them to benefit from communication and interaction. Body language is also a significant factor in communication, which can be interpreted in different ways. For instance, signaling ‘no’ can be done in various ways (shaking the head or raising the chin) or the importance of eye contact can be highly emphasized in some workplaces. Shaking hands also be disregarded in work environments where it is considered to be a formal means of greeting. All these differences in body language and cultural practices can contribute to the ineffectiveness of communication in the working place. Finally, physical factors can be considered as barriers to workplace communication as proximity has been reported to be a very significant factor in maintaining effective communication and interaction (Pazos and Beruvides, 2011). Marked out territories that other employees are not allowed to enter, closed office doors, and having separate areas for employees of different status, and large working areas that can create physical separation among workers can all weaken communication. Nearness to colleagues and supervisors can play a relevant function in establishing meaningful relations, exchanging important information, and accomplishing tasks in a more efficient manner. Due to these possible occurrences in the workplace, there is a need for formal systems of communication. For instance, written and oral communication should always be present. Oral communication can enable listeners to understand what the speaker is saying, can freely ask questions, and maintain an open flow of conversation. Oral communication can also allow speakers to repeat and clarify their message when listeners are unable to understand. Written communication is also important in such a way that it can reflect what one is thinking. When used with clear and concise words, misinterpretations can be avoided. Writing down messages can be used to make permanent records for possible use in the future and also enables employees to express their suggestions or concerns without being uncomfortable. To provide adequate opportunities for feedback and suggestion cannot only monitor and improve performance, it can also boost the morale and satisfaction of employees as they perceive that the organization is concerned of their ideas as well. A more participative style of management with which employees can contribute to the decision making process can also improve communication. Recognizing cultural diversity in the workplace and learning about possible cultural similarities and differences can reduce conflict and misunderstandings in the workplace. Moreover, a decrease in physical barriers with which employees of different status are able to interact with each other should also be carried out. Making personal contact through old-fashioned communication with which individuals face each other in person can be more beneficial than through technological means, such as text or email messaging, with which misrepresentations can be reduced. Getting to know other people is a very important factor for developing communication at work, thus the need of the organization to provide opportunities for employees and managers alike to recognize and understand the roles, values, and beliefs of each other. On the whole, a work environment that promotes communication can allow both the company and its employees to obtain various advantages. References: Admiraal, W., and Lockhorst, D. (2009). E-learning in small and medium-sized enterprises across Europe: Attitudes towards technology, learning and training. International Small Business Journal, 27 (6), 743-767. Deci, E. L., and Ryan, R. M. (2000). The “what” and “why” of goal pursuits: Human needs and the self-determination of behavior. Psychological Inquiry, 11, 227–268. Eagly, A.H., Karau, S.J., and Makhijani, M.G. (1995). Gender and the effectiveness of leaders: A meta-analysis. Psychological Bulletin, 117 (1), 125-145.  Foley, S., Hang-Yue, N., and Wong, A. (2005). 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