Date post: | 10-Apr-2018 |
Category: |
Documents |
Upload: | gourav-sharma |
View: | 220 times |
Download: | 0 times |
8/8/2019 Term Paper Learning and Perception in Org
http://slidepdf.com/reader/full/term-paper-learning-and-perception-in-org 1/19
MANAGEMENT PRACTICES AND ORGANIZATION
BEHAVIOR
TERM PAPER
ON
LEARNING AND PERCEPTION IN ORGANISTION
SUBMITTED TO:- SUBMITTED BY:-
MR. MC JOSHI GOURAV SHARMA (10)
(ASST. PROF) MBA (HHM)
8/8/2019 Term Paper Learning and Perception in Org
http://slidepdf.com/reader/full/term-paper-learning-and-perception-in-org 2/19
LEARNING AND PERCEPTION IN ORGANISATION
LEARNING
Learning is acquiring new knowledge, behaviour¶s, skills, values, preferences or
understanding, and may involve synthesizing different types of information in
an organisation.
Chris Jarvis 8
Mgg. Org. Change
LEARNING MODEL
D Kolb, Rubin & McIntyre
Organisational Psychology, Addison Wesley
A model for
per sonal awareness
& development
Concrete
Experience
(Activist)
ReflectiveObservation
(Reflector)
Abstract
Conceptualisation
(Theorist)
Active
Experimentation(Pragmatist)
LEARNING
CYCLE
8/8/2019 Term Paper Learning and Perception in Org
http://slidepdf.com/reader/full/term-paper-learning-and-perception-in-org 3/19
PERCEPTION
In philosophy, psychology, and cognitive science, perception is the process of
attaining awareness or understanding of sensory information. The word
"perception" means "receiving, collecting action of taking possession,
apprehension with the mind or senses."
METHODOLOGY-There are many ways to explain that is;
-Analytical.
-Experimental.
-Qualitative.
But I will define methodology with Descriptive Research. Descriptive research,
also known as statistical research, describes data. Descriptive research cannot be
used to create a causal relationship, where one variable affects another. In other
words, descriptive research can be said to have a low requirement for internal
validity. In short descriptive research deals with everything that can be counted
and studied. But there are always restrictions to that. Your research must have
an impact to the lives of the people around you. For example finding the most
frequent disease that affects the children of a town. The reader of the research
will know what to do to prevent that disease thus; more people will live ahealthy life. While diversity in the workplace b rings about many benefits to an
organization [citation needed], it can also lead to many challenge.
OBJECTIVES OF LEARNING AND PERCEPTION
Helps unit planners integrate across a day/week/unit of learning
Serves to connect content and assessment around learning
Guides selection of teaching/learning activities that will best achieveobjectives
Gives learners a clear picture of what to expect and what¶s expected of
them
Forms the basis for evaluating teacher, learner, and curriculum
effectiveness
8/8/2019 Term Paper Learning and Perception in Org
http://slidepdf.com/reader/full/term-paper-learning-and-perception-in-org 4/19
EMERGENCE
In the field of psychology, beginning in the 1950s, Eleanor J. Gibson nearly
single-handedly developed the field of perceptual learning with a series of brilliant studies that culminated in the seminal work, Perceptual Learning and
Development. An Odyssey in Learning and Perception brings together Gibson's
scientific papers, including difficult -to- find or previously unpublished work,
along with classic studies in perception and action. Gibson introduces each
paper to show why the research was undertaken and concludes each section
with comments linking the findings to later developments. A personal essay
touches on the questions and concerns that guided her research.
REVIEW OF LITERATURE
ARTICLE 1
Investigating Socialization, Work-Related Norms, and the Ethical
Perceptions of Marketing Practitioners
Nicholas McClaren, Stewart Adam, Andrea Vocino.
This study examines the influence of socialization on work-related norms(WORKNORM). We tested the hypothesis that organizational (OR GSOC) and
professional socialization (PROFSOC) are antecedent influences on
WORKNORM, employing a sample of 339 marketing practitioners. The results
of covariance structural analysis indicate that OR GSOC and PROFSOC and
WORKNORM are discriminant constructs within the tested mode l. The study
also reveals that the influence of OR GSOC on WORKNORM is stronger than
the influence of PROFSOC on these same norms. Because this social learning
occurs in work-related activities, in organizations, and in professional life, it is
important that managers appreciate that these three separate domains influencedecision making under ethical conditions.
ARTICLE 2
Assessing and Improving Learning in Business Schools: Direct and Indirect
Measures of Learning
8/8/2019 Term Paper Learning and Perception in Org
http://slidepdf.com/reader/full/term-paper-learning-and-perception-in-org 5/19
Teresa G Weldy, David L Turnipseed.
Institutions of higher education are scrambling to make program changes to
improve the quality of learning and assessment of learning in the face of
pressure from multiple constituencies. Business educators are incorporating
various active learning techniques to enhance learning and application of skillsand knowledge to real-world situations. Educators are also experimenting with
new assessment techniques to meet assurance of learning standards. The authors
compared perceptions of learning (indirect) to actual learning (direct) after
completion of a management project with a real -world organization. The results
support the use of management projects as a pedagogical tool for enhancing
learning in business curricula and suggest actual learning may exceed
perceptions of learning.
ARTICLE 3
Past organizational change and managerial evaluations of crisis; a case of
double-loop learning effects in non-profit organizations.
Purpose - This paper examines the critical effect of learning from past changes
on employees' evaluations regarding the extent that a crisis can be controlledand prevented. It is suggested that previous changes incorporate elements of adouble-loop learning process that shape managerial perceptions of crisis
controllability and crisis prevention. Design/methodology/approach - The present study is based on a field study of 225 NPOs. Using closed -end
questionnaires the issues pertaining to crisis and learning are examined.Findings - The results show that the mere experience of previous changes
enhances managers' estimations of crisis control, but lowers their estimations of crisis prevention. These results indicate that using the double -loop learning
process contributes to a better understanding of organizational competence innon-profit organizations. Research limitations/implications - The present study provides a starting-point for further research, in which crisis is seen as the
antecedent of possible learning experiences that could further enhancecapabilities of preventing future crises. The sample is restricted to non profit
settings, using a relatively small sample. Further studies should address this link using for-profit and public organizations, or even conduct comparative studies.
Originality/value - No empirical studies are available that assess the line
between crisis learning and probable crisis prevention evaluations. The notableand promising side-effect of the study shows how much remains unexplored in
regard to both crisis and learning, forming important lessons for managers.
8/8/2019 Term Paper Learning and Perception in Org
http://slidepdf.com/reader/full/term-paper-learning-and-perception-in-org 6/19
ARTICLE 4
Employees' and managers' accounts of interactive workplace learning; A
grounded theory of "complex integrative learning"
Purpose - The purpose of this paper is to investigate employees' and managers'
accounts of interactive learning and what might encourage or inhibitemergent learning . Design/methodology/approach - The approach taken was a
constructivist/social constructivist ontology, interpretive epistemology andqualitative methodology, using grounded theory method. Data collection
included semi-structured interview, "complete this sentence" and "scenarios"
from 51 respondents: 22 managers and 29 employees in four private sector organizations. As respondents' theories emerged, these informed the next round
of data collection, this process named "theoretical sampling". Managers andemployees were asked about perceptions of their own role and the other'sroles in learning . Findings - Reciprocity and participative learning involving
managers and employees emerged. There was dynamism to the data andevidence of both Billet¶s notion of affordances and Stacey's patterns of local
interactions. Employees encouraged learning through peer discussions, andmotivation/personal initiative. Managers encouraged learning through have a gocoaching, formal training opportunities and working with company structure
and resources. The data support the idea of complex and integrated learning .Practical implications - The data informed both managers and
employees in such a way as to highlight the dynamic and complex int eractions
around learning processes. One practical implication is employee and manager training in emergence and complexity as learning environments. Ideas of complex responses and patterns of local interaction resonated with the datamore than particular typologies of learning . Originality/value - This paper
captures insights, especially from employees, into the dialogue and dynamismof their learning opportunities, whilst supporting existing theories. The need for
managers to "learn" employees' local inte raction patterns emerged as a futureresearch agenda, alongside the need to penetrate the social space of
employee learning more deeply.
ARTICLE 5
The learning organization: variations at different organizational levels
8/8/2019 Term Paper Learning and Perception in Org
http://slidepdf.com/reader/full/term-paper-learning-and-perception-in-org 7/19
Purpose - The purpose of this paper is to examine the perceptions of managers,
supervisors, and employees from different organizations relevant to the sevendimensions of a learning organization (LO), and the two dimensions of knowledge and financial performance. Design/methodology/app roach -
The perceptions of 143 organizational members from different levels of
four organizations were measured and compared using the Dimensions of a Learning Organization Questionnaire (DLOQ). Findings - ANOVA results
indicated significant effects for level and organization for the LO dimensionsand the two performance dimensions. The results indicated significant
differences across levels for two of the learning dimensions (empowerment andsystem connections), and across organizations for six of
the learning dimensions including all except continuous learning . The resultsfor the performance dimensions showed managers higher than supervisors andemployees on financial performance, and managers higher than employees on
knowledge performance. The result s also showed variations in the performance
dimensions across organizations. Research limitations/implications - The resultsindicated variations across levels and across organizations that may hinder progress toward a learning organization and performance improvements.
Practical implications include the need for more communication and participation across all levels of the organization, improved access to and
sharing of information at lower levels, and empowering employees to use
information for decision making. Originality/value - The paper addresses the paucity of research on the perceptions of disparate groups relevant tothe learning organization and organizational performance. It identifies an
important area of research by identifying a potential road -block
for organizations attempting to adopt a learning organization culture.
ARTICLE 6
STATES: 'Creativity can become an embedded learning process'
Mr K. Balaji, Managing Director, Kasturi & Sons Ltd, Chennai, who
inaugurated the school, speaking on whether creativity or innovation could be
taught, said the common perception was that "creativity is God's gift" that one
was born and endowed with and it is in "our DNA".
He said, "Today, there is a growing recognition that creativity and innovation
can become an embedded learning process" and even if it was not in one'sDNA, it could be taught and the skill sets could be developed by constant
practice. He said given the right ambience, facilitation and the "freedom to
make mistakes" and if we are "constantly challenged", all of us "can become
8/8/2019 Term Paper Learning and Perception in Org
http://slidepdf.com/reader/full/term-paper-learning-and-perception-in-org 8/19
creative". This is the current thinking in management and organizational
behavior. Creativity can be taught not only in schools but at homes and inorganizations.
Long before Gandhi prophetically stated that 'Customer is the King',
[Tiruvalluvar] said "take care of your customers' business as if it is your business" so that you grow "not at the cost of the customer but together".
ARTICLE 7
Employees' and managers' accounts of interactive
workplace learning ; A grounded theory of "complex integrative
learning "
Purpose - The purpose of this paper is to investigate employees' and managers'accounts of interactive learning and what might encourage or inhibit
emergent learning . Design/methodology/approach - The approach taken was aconstructivist/social constructivist ontology, i nterpretive epistemology and
qualitative methodology, using grounded theory method. Data collectionincluded semi-structured interview, "complete this sentence" and "scenarios"
from 51 respondents: 22 managers and 29 employees in four private sector
organizations. As respondents' theories emerged, these informed the next roundof data collection, this process named "theoretical sampling". Managers and
employees were asked about perceptions of their own role and the other'sroles in learning . Findings - Reciprocity and participative learning involving
managers and employees emerged. There was dynamism to the data andevidence of both Billet¶s notion of affordances and Stacey's patterns of local
interactions. Employees encouraged learning through peer discussions, andmotivation/personal initiative. Managers encouraged learning through have a gocoaching, formal training opportunities and working with company structure
and resources. The data support the idea of complex and integrated learning .Practical implications - The data informed both managers and
employees in such a way as to highlight the dynamic and complex interactions
around learning processes. One practical implication is employee and manager training in emergence and complexity as learning environments. Ideas of
complex responses and patterns of local interaction resonated with the datamore than particular typologies of learning . Originality/value - This paper
captures insights, especially from employees, into the dialogue and dynamismof their learning opportunities, whilst supporting existing theories. The need for managers to "learn" employees' local interaction patterns emerged as a future
8/8/2019 Term Paper Learning and Perception in Org
http://slidepdf.com/reader/full/term-paper-learning-and-perception-in-org 9/19
research agenda, alongside the need to penetrate the social space of
employee learning more deeply.
ARTICLE 8
The learning organization: variations at different organizationallevels.
Purpose - The purpose of this paper is to examine the perceptions of managers,supervisors, and employees from different organizations relevant to the sevendimensions of a learning organization (LO), and the two dimensions of
knowledge and financial performance. Design/methodology/approach -The perceptions of 143 organizational members from different levels of
four organizations were measured and compared using the Dimensio ns of a Learning Organization Questionnaire (DLOQ). Findings - ANOVA results
indicated significant effects for level and organization for the LO dimensionsand the two performance dimensions. The results indicated significantdifferences across levels for two of the learning dimensions (empowerment and
system connections), and across organizations for six of the learning dimensions including all except continuous learning . The resultsfor the performance dimensions showed managers higher than supervisors and
employees on financial performance, and managers higher than employees onknowledge performance. The results also showed variations in the performance
dimensions across organizations. Research limitations/implications - The resultsindicated variations across levels and across organizations that may hinder
progress toward a learning organization and performance improvements.Practical implications include the need for more communication and participation across all levels of the organization, improved access to and
sharing of information at lower levels, and empowering employees to use
information for decision making. Originality/value - The paper addresses the paucity of research on the perceptions of disparate groups relevant to
the learning organization and organizational performance. It identifies animportant area of research by identifying a potential road -block
for organizations attempting to adopt a learning organization culture.
ARTICLE 9
The learning never stops.
By virtue of `doing' and perfecting a process, the `details -oriented' person is
focused on the process at hand, that they sometimes lose sight of or are unawareof the `bigger picture'. The bigger picture gives us a broader view, provides
alternatives and with that, once tuned in, our ability to engage, bring `meaning'
8/8/2019 Term Paper Learning and Perception in Org
http://slidepdf.com/reader/full/term-paper-learning-and-perception-in-org 10/19
and relevance to ourselves and the organization, as the path ahead usually has
more than one option.
We are trained to be action-oriented. If a client is before us, we seek the best
course of action, usually based on a process or procedure within
the organization, to complete our task for the client. Then we move on to thenext client and do the same. This is fine. However, these actions can be
delivered without resorting to our ̀perception' function. Any individual whodemonstrates real success is working with the combination of the ̀perception'
and the `action' functions.
For instance, driving a car is an `action' functions, however, one has to have the`bigger picture' to drive competently. Competent driving is about the ability to
`take in' the overall scene including looking ahead beyond the car in front of
yours, judging the speed of approaching cars and reading signs and signals.
Drivers who are tuned in to these multiple sources of information seem to drivewith ease, whilst others who are less tuned in seem more anxious on the road.
We can be trained to be less anxious drivers.
ARTICLE 10
Effects of leadership style on team learning.
Purpose - This paper seeks to explore the effect of leadership style of a team
leader on team-member learning in organizations, to conceptually extend aninitial model of leadership and to empirically examine the new model of
ambidextrous leadership in a team context. Design/methodology/approach -Qualitative research utilizing the case study method is used for empirical
validation. Findings - The leadership style (transformational, transactional, or ambidextrous) adopted by the team leader has an operational effect on the
development of learning as a strategic resource within the team, andthe organization. Research limitations/implications - Case studies can be
criticized for potential lack of rigor. However, we have used multiple casesfollowing replication logic and triangulation to offset this. Further, cases by
nature are generalizable to propositions only, not populations. Thus, a valuablespringboard is provided for further quantitative investigations. Practicalimplications - The leadership style adopted by the team leader affects team
cohesion, perceptions of learning , and learning -related performance within theteam. The findings provide a rationale for greater emphasis on the role, behavior
and leading style that are adopted by the leader in order to produce desired
team-level outcomes. Originality/value - The paper provides much neededextension and empirical validation of the initial model of ambidextrous
8/8/2019 Term Paper Learning and Perception in Org
http://slidepdf.com/reader/full/term-paper-learning-and-perception-in-org 11/19
leadership. The results show that the leader does have an effect on the team, and
also that the leader's leadership style is critical to team lev el learning andrelated performance. This is valuable knowledge for trainers, recruiters, teamsand leaders
.ARTICLE 11
A new emergency medicine clerkship program:
students' perceptions of what works.
OBJECTIVE: Emergency medicine is an evolving discipline in Canadian
medical schools. Little has been published regarding student preferences for emergency medicine training during the clerkship phase of MD programs. We
assessed medical students' perceptions of a newly developed emergencymedicine clerkship rotation involving multiple learning modalities. Theevaluation process included assessment of the rotation's instructional elements
and overall educational value Methods. The first cohort of medical students tocomplete this new emergency medicine clerkship was invited to answer a
questionnaire just before graduation. Students rated their preferences for
components of the rotation using paired comparisons. Open ended questionsexplored students' satisfaction with the emergency medicine clerkship as well
as perceptions of the rotation's impact on career development. RESULTS: Of the 94 students in the first clerkship cohort, 81 (86%) responded to the survey.S
tudents found the emergency medicine clerkship highly valuable, citing the broad range of cases seen, close supervision, and opportunities to developclinical assessment, decision making and procedural skills. Students' curricular
preferences were for advanced cardiac life support (ACLS) (26.4%), clinicalshifts (20.6%), supervised clinical shifts (17.8%), procedural skills laboratories
(14.8%), tutorials (10.8%) and preceptor assisted learning sessions (9.8%).CONCLUSION: This new emergency medicine clerkship program incorporatedmultiple learning methods within a 4-week rotation and was highly rated by
students. Although clinical shifts and ACLS were generally preferred activities,
students had varying individual preferences for specific learning activities.
Multiple learning methods allowed all students to benefit from the rotation.This study makes a compelling case for including an emergency medicinerotation with multiple learning modalities as a core element of clerkship at
every medical school.
ARTICLE 12
8/8/2019 Term Paper Learning and Perception in Org
http://slidepdf.com/reader/full/term-paper-learning-and-perception-in-org 12/19
Manager communication and workplace trust: Understanding
manager and employee perceptions in the e-world.
Today's business environment is populated with individuals who are digitallyconnected to clients, contractors, managers, and employees. Traditionally, theways and behaviors of managers had developed and thrived within face -to-face
work environments, but as computer-mediated technologies continue to changethe boundaries of the business community, permit alternative worksites to
increase, and the traditional workday to disappear, the role of the manager haschanged. This article focuses on the communication behaviors betweenmanagers and their employees, and how these behaviors have changed as digital
communication methods have become main stream within organizations today.
The variables of interest are manager communication and workplace trust. The
intended outcome is to uncover the expectations that have yet to be agreed uponwithin the manager-employee e-relationship.
ARTICLE 13
Fairness P erceptions and Organizational Misbehaviour: An
Empirical Study
Employees evaluate the fairness or justice of their workplace: Does one getwhat one deserves at work? Organizational scholars consider perceived
workplace fairness to be a relevant factor in predicting and explaining
organizational misbehavior. For instance, Trevino and Weaver found in their study that the more employees perceive that their organization is just, the less
they perceive their colleagues to be engaged in behavior that harmsthe organization. This hypothesis was retested with an alternative measure of
organizational misbehavior in 19 Flemish governmental organizations, andconfirmation was found. Moreover, the effect holds when controlling for integrity policy, leadership, tenure, and gender.
ARTICLE 14
Executive perceptions of adopting an environmental certification
program
8/8/2019 Term Paper Learning and Perception in Org
http://slidepdf.com/reader/full/term-paper-learning-and-perception-in-org 13/19
Environmental certification is playing an increasingly important role in the
strategies of many businesses. This is due in large part to consumer demand for environmentally friendly products. Little is known, however, about whyexecutives adopt environmental certification for a product or process, or how
they view the benefits and challenges of certification. This paper seeks to
advance our knowledge in this area by exploring executives' perceptions of benefits and challenges associated with adopting an environmental certification
program. We surveyed executives in the kitchen cabinet industry about a second party certification scheme initiated for producers in that industry. Results
suggest that perceptions of the benefits and challenges of environmentalcertification differ significantly based on whether the company had or had not
adopted the certification scheme in question. The paper considers theimplications for companies considering adopting environmental certification aswell as for organizations providing certification schemes.
ARTICLE 15
Nurse perceptions of the quality of patient care: Confirming the
importance of empowerment and job satisfaction
This aim of this study was to investigate the interactive effects of psychological
empowerment and job satisfaction on the relationship between high - performance work systems (HPWS) and nurses' perceptions of the quality of
patient care they provide.S
tudies of high-performing organizations in a varietyof industries have consistently reported a positive relationship between HPWS and performance outcomes. The authors used regression analysis with tests of
mediation and moderation to analyze survey responses collected in March 2008of 201 nurses in a large regional Australian health service. Psychological
empowerment fully mediated the relationship between HPWS and perceptions of quality of patient care. Job satisfaction moderated therelationship between HPWS and perceptions of quality of patient care. Hospital
managers should focus on promoting HPWS and ensuring that nurse unit
managers have the competencies to empower and to enhance the job satisfaction
of their staff.
ARTICLE 16
Gold Mining and Changing P erceptions of Risk in West Java
8/8/2019 Term Paper Learning and Perception in Org
http://slidepdf.com/reader/full/term-paper-learning-and-perception-in-org 14/19
Artisanal gold mining presents some risks that can be accommodated easily
within traditional cosmologies and perceptions of natural causation, and other health costs that are often new for those involved, and which require people toradically modify their evaluation and management of risk. This paper examines
changing perceptions of risk for the Kasepuhan, an upland cultural
enclave in West Java, who are increasingly drawn into gold mining to subsidizetraditional forms of income generation at a time of rising material expectations.
We first demonstrate how mining (tunnel collapse) is accommodated withintraditional cosmologies and explanations of misfortune. We compare this with
the processing of gold using mercury amalgam, which presents different kindsof risk not easily explained using traditional models. These have required
miners and their communities to entertain new notions of causality and risk management.
ARTICLE 17
The importance of policy in perceptions of organizational justice
Organizations create policies in an effort to reduce injustice, as well as address
the needs and interests of organizational members. We argue that individuals
can make fairness judgments related to organizational policies, which ar eindependent from other dimensions of fairness (i.e. distributive, procedural,
interpersonal, and informational justice). Results of a field study with 164 unionmembers found that (a) individuals make judgments about the fairness of policies that are distinct from other forms of justice, (b) perceptions of policy
justice predict variance in behaviors beyond other forms of justice, and(c) perceptions of policy justice interact with distributive and procedural justice
to predict behaviors. More specifically, results show that policy justice interactswith distributive justice to predict turnover intentions and citizenship behaviors
towards the union. Policy justice also interacts with procedural justice to predictturnover intentions. However, this interaction was in the opposite direction fromwhat we originally predicted. We discuss the implications of these findings for
justice research and practice, as well as provide avenues for future research.
ARTICLE 18
Influencing Leadership P erceptions of Patient Safety through Just
Culture Training
8/8/2019 Term Paper Learning and Perception in Org
http://slidepdf.com/reader/full/term-paper-learning-and-perception-in-org 15/19
There are differences in perceptions of safety culture between healthcare leadersand staff. Evidence suggests that an organization's actual safety performance is
more closely reflected in staff perceptions suggesting that frontline staff may be
more aware than the leadership of actual patient safety challenges withintheir organization. Closing the perception gap between healthcare leaders andstaff is critical to aligning the resources and strategies required to creat e a trueculture of safety.
ARTICLE 19
P erceptions of HIV/AIDS policies and treatment programmers by
Western Cape construction firms
The HIV/AIDS pandemic poses a substantial long-term threat to economic
development in South Africa. A questionnaire survey exploredthe perceptions of a sample of construction firms in the Western Cape regardingHIV/AIDS policy and treatment programme. The findings show that there is nouniversal view about the long-term threat of HIV/AIDS. Mostorganizations have awareness policies in place but prevention and treatment
policies are less common. Treatment programmes are the least implemented of all intervention services due to insufficient resource capacity, the potential
stigmatization of infected persons, and low take-up rates. Despite anacknowledgement of the benefits flowing from mounting treatment
programmes, doubt exists as to their financial viability.
ARTICLE 20
Generational P erceptions: Workers and Consumers
Today's workers and consumers consist of four generations of individuals raised
with very different technologies and lifestyles. How does this affect attractingand retaining individuals as workers or consumers? Generational differences of Traditionalists, Baby Boomers, Generation X and Generation Y may influencetheir values and preferences. Why will understanding these
dissimilar perceptions be important? According to Murphy (2007), "different perspectives on issues like work ethic, leadership, and authority can causeconflict, frustration, and misunderstanding if not managed well" (p.18). In a
recent "World of Work Survey" (2008), the older and younger generations
8/8/2019 Term Paper Learning and Perception in Org
http://slidepdf.com/reader/full/term-paper-learning-and-perception-in-org 16/19
noted little or no interaction with the other. This is not conducive to a
cooperative environment where working with and learning from one another can be vital. Understanding what appeals to the generations as consumers is alsocritical for organizations. Targeting specific generations for their preferences
and reaching them through media that is suitable to their style is an important
marketing trend (Marconi, 2001). Customizing for these dissimilar cohorts willrequire knowledge of their particular attitudes and inclinations. Understanding
these different perceptions will enable improved communications for theworkforce and the consumer. This paper seeks to clarify some of these
differences
ARTICLE 21
A Study of the Current Learning Organization Profile to
Elementary Schools at Pingtung County, Taiwan
Shakespeare said, "To be or not to be, that is the question." For theorganization in today's world , the question is to learn or not to learn. In this
global competitive era, learning is the only way to improve one's survivalability, and so does an organization . For a Confucian cultural society such asTaiwan, the idea of learning has a lready accepted in people's da il y life.
Although people in Taiwan believe that learning is very import ant for one's life,they usually think that a person only needs to learn when he studies at school. In
Taiwan, the id ea of learning organization has been introduced form the Westernculture, and is not developed from Confucius' teaching. Is the idea of learning
organization totally accepted to a Confucian society? That is the question whichthe researcher tries to find the answer. The main purpose of this s tudy is toexplore the current learning organization profile to elementary schools at
Taiwan. Due to the limitation of research resources, the study only surveys
elementary school teachers at Pingtung County, Taiwan.
ARTICLE 22
Faculty P erceptions of an Accelerated Baccalaureate Nursing
Program
In response to one of the most severe staff and faculty shortages in the historyof the nursing profession, second-degree accelerated nursing programs arespringing up throughout the United States. Struggles, solutions,
and learning experienced by faculty teaching in an accelerated baccalaureate program in its inaugural year are described in this article. Focus groups were
conducted and themes were identified. Themes included adapting to a newclinical teaching model, effectively teaching a different type of student,
8/8/2019 Term Paper Learning and Perception in Org
http://slidepdf.com/reader/full/term-paper-learning-and-perception-in-org 17/19
combining accelerated and traditional students, and learning as you go.
Recommendations were made based on the data and the extant literature.
ARTICLE 23
Learning organizations and organizational learning : What have welearned?
Organizational learning has been the subject of attention and research for anumber of years, with a plethora of advice on how to become a ' learning organization ', adapt and survive and improve organizational performance. This
paper sets out to examine the assumptions behind such advice by investigating anumber of influences that may affect organizational learning at two Strategic
Business Units (SBUs), operating in the UK, of two global companies, oneAmerican, one French. The research indicated that while learning practices and
opportunities existed at both SBUs, a number of inhibiting factors wereidentified, including a mixed understanding of the drivers for i mprovementand learning ; different and opposing perceptions of the current learning climate
and capability; and the dysfunctional interactions of misaligned sub -cultures or communities. The study suggests that collective learning in organizations is problematic and that the prescriptive literature on organizational learning and
the learning organization is an idealization of real organizational life.
CONCLUSION
Learning affects our perception because once you learn something it'scatalogued in your brain forever. As your growing up you learn either by
doing, figuring out for yourself or you are taught what you need to know.Learning new things can make you look at the same object in severaldifferent ways. And when you learn something new you never look a t it the
same way as you did before hence affecting your perception. Example: If you always looked at an apple as just a red ball you can eat and someone
teaches you that it is an apple a piece of fruit that can make apple juice, can
be eaten and turned into many things than you will never go back to sayingthe apple is a red ball you can eat you will always know it is a piece of fruit
that's called an apple because someone told you it was.
People¶s behaviour is based on their perception of what real ity is, not on
reality itself. The world as it is perceived is the world that is behaviourally
8/8/2019 Term Paper Learning and Perception in Org
http://slidepdf.com/reader/full/term-paper-learning-and-perception-in-org 18/19
important.
Factors That Influence Perception
Perceiver
Situation Target
Person Perception: Making Judgments about Others Basically, the theory
suggests that when we observe an individual¶s behaviour, we attempt todetermine whether it was internally or externally caused.
Human nature can be very simple, yet very complex too. An understanding
and appreciation of this is no pre-requisite to effective employee perception in the workplace and therefore effective management and
leadership.There is a known fact that without perception , nothing can be done
in an organization and for doing any task we need a perceptionwhich is accepted by all the employees in an organization. It is the key
for the manager to make her team work and get the better outputfor the organization. perception helps each and every individual in the organization to
carry the things in different ways as the organization needsdifferent perceptions to make successful results.
If the manager has good perception in any department of theorganization, the department team will have Safe Solutions
with Risky Ideas.
-To find innovative solutions for the problem.-To leverage creativity and motivate the higher plateau of thinking.
-With the help of perception, habits and attitudes will get changed.-With the help of perception, we can find solutions the most
difficult problems.
8/8/2019 Term Paper Learning and Perception in Org
http://slidepdf.com/reader/full/term-paper-learning-and-perception-in-org 19/19
REFERENCES
http://www.proquest.umi.com
http://cognet.mit.edu
http://wikipedia.org
www.infed.org/biblio/b-learn.htm
http://en.allexperts.com/q/Human-Resources-2866/2009/5/Perception.htm