Learning: An organizational perspective

INTRODUCTION

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 Learning: An organizational perspective

Introduction

Learning occurs all the time, as we continuously learn from our experiences.
LEARNING is any relatively permanent change in behavior that occurs as a result
of experience. In the workplace the change in behavior of the employees that
means employees learning has become an important topic of discussion to promote
the right learning process for them. We have prepared our report by focusing on
this importance.

Objectives of the report:

This report has been prepared for showing the learning process to shape individual
(employee) behavior.Other objectives are:

To know about the importance of learning in organization

To know how and why the employees are engaged in continuous
learning.
To show the roles of manager in managing employees learning
To show the difference between the learning process of old and new
generations employees.
To highlight on the change of the learning process of new generation.
To find out the challenges managers face today to continue the
learning process.

Methodology:

To prepare this report we mainly depend on the primary data. But also take some
help from our seniors.

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 Learning: An organizational perspective

Process of collecting primary data:

Primary data are collected from the following sources:

We collected our necessary primary data by the help of internet and related books.
Here the web address of Business Wikipedia proved to be very helpful to us.

Reasons for collecting primary data:

It is not possible to complete the report with the secondary data.

To cross checking the secondary data couldnt be possible without using
primary data.

Process of collecting secondary data:

We have visited an organization named to collect secondary data. There we

have met with the manager of the organization for getting the information about
their internal learning process, challenges they face and the techniques they follow
to continue the learning process.

Limitations:

To prepare this report we had to face many problems. But we did it through
teamwork. We have faced the following limitations at the time of preparing this
report.

Lack of experience:
As we do not have practical idea of all technological tools used in communication
process. We have faced many problems to complete this report.
Lack of enough information:
At the time of collecting information from the assigned organization, we have
faced some troubles. Because in general, men are unwilling to give information to
the third parties.

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 Learning: An organizational perspective
Chapter 1:
THEORATICAL
BACKGROUND

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 Learning: An organizational perspective

Theoretical background

Learning: A shaping tool for individual behavior

Live as if you were to die tomorrow. Learn as if you were to live forever.
Mahatma Gandhi

Definition:
Learning is acquiring new, or modifying and reinforcing, existing knowledge,
behaviors, skills, values, or preferences and may involve synthesizing different
types of information.

Example: Children experiment with the world, learn the rules, and learn to interact
through play.

Learning at corporate level:

Enhancing employees knowledge is of utmost importance to organizations

nowadays. If employees feel that they are receiving training and skills which both
make them more knowledgeable and more able to perform their daily work at a

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 Learning: An organizational perspective

higher level, they will feel more engaged and motivated. This reflects in their
performance, and helps a firm achieve its goals while retaining its competitiveness.

Yet implementing the proper strategy for employee learning is not easy. Lets face
it, just as children learn in different ways, so do adults in the office. That is, there
is a diversity of learners, and different workers learn better through different
learning styles. When you are planning training programs for your staff, keep in
mind the characteristics of these learning styles in order to effectively tailor the
training delivery methods.

One thing that needs to be made clear to all employees is the value of what they are
learning. Prior to any course or lesson, it is best to outline what they will be
learning, and how this will benefit them as individuals and as employees in their
daily tasks. Also, employees need to be actively involved in the learning process.
The environment where the lessons will be held needs to be seen to as well.

Different ways of Learning

The first thing is to recognize that people learn in various ways, which include:

i. Learning by experimenting Some employees will learn best if they are

allowed to experiment, or do something in practice. Trial and error is often
used in this type of approach.

ii. Learning by observing Some employees will manage to understand

something better if they watch someone else doing this particular task, and
then they will try to do it themselves afterwards. The more these employees
are allowed to participate in the learning, the better.

iii. Learning by inquiring These types of employees will learn if they are
allowed to comprehend the whole process. So, for instance, they will need to
inquire about something, evaluate the various possibilities, look for
alternatives, and see what others have to say as well. By spending time on
these various facets, from inquiring to consulting, to evaluating and
finalization, they will manage to learn.

iv. Learning by patterning These employees will learn if they are given a
step-by-step overview of the task at hand. Thus they will form patterns and
link them to each other until the process is finalized.
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 Learning: An organizational perspective

Tips for learning

There is no one good style of learning, and it is important to value them all.
Besides, they may be interlinked with one another as well. So its not about
choosing one learning style over another. Yet there are certain tips that I believe
are universally successful in reaching out to learners of all types.

i. Dont Overwhelm Employees during Training Itself

Studies have shown that over a period of days, people remember only a little of
what they read and only a little more of what they hear. But they remember a much
greater percentage of what they see and hear. And they retain the most knowledge
from what they actually do. This means that the most effective training involves
demonstrations and hands-on learning. Tools like WalkMe, which guides users to
learn how to perform tasks IN THE MOMENT as they are actually performing
them, come in handy here. In addition, managers can encourage the use of
continued learning online, through e-learning software, webinars, social media, and
more.

However, this isnt often how we set up orientation sessions. Its important to
remember that when designing and scheduling training sessions, to keep in mind
that a) people have limited attention spans, b) too much information at one time is
not a good thing, and c) that it should not be forgotten that the goal of training a
new employees is not for that to memorize a series of facts or instructions as the
end all to be all, but rather, that in the long term, their talents are maximized and
fully realized in a performance level that is as efficient and beneficial to the
business overall. So lets keep in mind the need for compact, and concise
information, in relatively short time intervals is to the benefit of everyone
involved.

ii. Make Training Engaging & Fun:

In addition to the short time intervals of sessions, it would also be important to

make them as engaging as possible, and this should not be seen as an evil word
in business FUN. Lets treat the worker well, and the worker, in return, will likely

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 Learning: An organizational perspective

perform at a higher level. Furthermore, we shouldnt think of training as a manual

you open to learn how to operate a product when you first open the package. Use
techniques such as ramification, and dont keep your trainees in once place.
Design training so they can move around and interact with others.

Additionally, the more your employees will be able to relate what they are learning
with real-life situations or tasks, the better the results will be. Training should be
offered in such a way that it is understandable. Young employees will prefer that
you include the use of modern applications, but older employees may feel uneasy.
Thus it is important to consider these aspects and invest in hybrid training, which
will help to cater for different ages.

iii. Create Motivated Workforce:

Above all, I believe that mangers should embrace the diversity of learners. By
personalizing learning to the extent possible we can create a more engaged and
motivated workforce. Firstly, each employee will feel the personal attention paid
to him/her and will appreciate it interest and value the company sees in them.
Second, personalized learning allows for a more unique opportunity that the
knowledge being imparted (and facilitated) is directly applicable and valuable to
their own personal growth, and their part of the larger team and company success.
Finally, diversity and the need for personalization and adaptation dont stop at
training itself. Employees perform differently not necessarily better or worse,
but differently and the hope is that they will continue to grow long after initial
training is complete. People will always be unique, and managers can utilize that
in a positive way.

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 Learning: An organizational perspective
Chapter 2:OPERANT
CONDITIONING
AND
SOCIAL LEARNING

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 Learning: An organizational perspective

Operant conditioning:

Definition:
Operant conditioning (or instrumental conditioning) is a type of learning in which
an individual's behavior is modified by its antecedents and consequences.
Mechanisms of operant conditioning suggest that the behavior may change in
form, frequency, or strength. It is voluntary or learned behavior, not reflexive or
unlearned behavior. Operant conditioning deals with the reinforcement and
punishment to change behavior. Operant behavior operates on the environment and
is maintained by its antecedents and consequences.

B.F Skinners research widely expanded our knowledge of operant conditioning.

Skinner argued that people will most likely engage in desired behaviors if they are
positively reinforced for doing so, and rewards are most effective if they
immediately follow the desired response. In addition, behavior that is not rewarded
or that is punished is less likely to be repeated.

Examples:

We can find examples of operant conditioning at work all around us. Consider the
case of children completing homework to earn a reward from a parent or teacher,
or employees finishing projects to receive praise or promotions.

In these examples, the promise or possibility of rewards causes an increase in

behavior, but operant conditioning can also be used to decrease a behavior. The
removal of a desirable outcome or the application of a negative outcome can be
used to decrease or prevent undesirable behaviors. For example, a child may be
told they will lose recess privileges if they talk out of turn in class. This potential
for punishment may lead to a decrease in disruptive behaviors.

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 Learning: An organizational perspective

Social learning theory

Social learning, a theory of education is acquisition of social competence happens
exclusively or primarily in a social group. Social learning theory posits that
learning is a cognitive process that takes place in a social context and can occur
purely through observation or direct instruction, even in the absence of motor
reproduction or direct reinforcement. In addition to the observation of behavior,
learning also occurs through the observation of rewards and punishments, a
process known as vicarious reinforcement. The theory expands on traditional
behavioral theories, in which behavior is governed solely by reinforcements, by
placing emphasis on the important roles of various internal processes in the
learning individual.
For example, some 60 percent of the Radio City Rockettes have danced in prior
seasons. The veterans help newcomers with ``Rockets stylewhere to place their
hands, how to hold their hands, how to keep up stamina, and so forth.
Another example, a child could acquire a fear of snakes by observing a family
remembers express fear in response to snakes.

Key Elements of social learning theory:

Social learning theory integrated behavioral and cognitive theories of learning in

order to provide a comprehensive model that could account for the wide range of
learning experiences that occur in the real world. As initially outlined by Bandura
and Walters in 1963and further detailed in 1977,key tenets of social learning theory
are as follows;

i. Learning is not purely behavioral; rather, it is a cognitive process that takes

place in a social context.
ii. Learning can occur by observing a behavior and by observing the
consequences of the behavior (vicarious reinforcement).
iii. Learning involves observation, extraction of information from those
observations, and making decisions about the performance of the behavior
(observational learning or modeling). Thus, learning can occur without an
observable change in behavior.
iv. Reinforcement plays a role in learning but is not entirely responsible for
learning.

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 Learning: An organizational perspective

v. The learner is not a passive recipient of information. Cognition,

environment, and behavior all mutually influence each other (reciprocal
determinism).

Modeling concept of Social Learning:

Social learning theory draws heavily on the concept of modeling, or learning by

observing a behavior. Bandura outlined three types of modeling stimuli:

Live model

In which an actual person is demonstrating the desired behavior.

Verbal instruction

In which an individual describes the desired behavior in detail and instructs

the participant in how to engage in the behavior.

Symbolic

In which modeling occurs by means of the media including movies,

television, Internet, literature, and radio. Stimuli can be either real or
fictional characters.

Exactly what information is gleaned from observation is influenced by the type of

model, as well as a series of cognitive and behavioral processes, including:

Attention

In order to learn, observers must attend to the modeled behavior. Attention is

impacted by characteristics of the observer (e.g., perceptual abilities,
cognitive abilities, arousal, past performance) and characteristics of the
behavior or event (e.g., relevance, novelty, affective valence, and functional
value).

Retention

In order to reproduce an observed behavior, observers must be able to

remember features of the behavior. Again, this process is influenced by

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observer characteristics (cognitive capabilities, cognitive rehearsal) and

event characteristics (complexity).

Reproduction

To reproduce a behavior, the observer must organize responses in

accordance with the model. Observer characteristics affecting reproduction
include physical and cognitive capabilities and previous performance.

Motivation

The decision to reproduce (or refrain from reproducing) an observed

behavior is dependent on the motivations and expectations of the observer,
including anticipated consequences and internal standards.

An important factor in social learning theory is the concept of reciprocal

determinism. This notion states that just as an individuals behavior is influenced
by the environment, the environment is also influenced by the individuals
behavior. In other words, a persons behavior, environment, and personal qualities
all reciprocally influence each other. For example, a child who plays violent video
games will likely influence their peers to play as well, which then encourages the
child to play more often. This could lead to the child becoming desensitized to
violence, which in turn will likely affect the childs real life behaviors.

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Shaping Behavior:
Because learning takes place on the job as well as prior to it, managers are
connected with how they can teach employees to behave in ways that most benefit
the organization. Thus, managers will often attempt to mold individuals by
guiding their learning in graduated steps, through a method called shaping
behavior.

Considering the situation in which an employee behavior is significantly different

from that sought by a manager. If the manager reinforced the individual only when
he or she showed desirable responses, the opportunity for reinforcement might
occur too infrequently. Shaping offers a logical approach toward achieving the
desired behavior. We shape behavior by systematically reinforcing each successive
step that moves the individual closer to the desired behavior. If an employee who
has chronically been a half-hour late for work comes in only 20 minutes late, we
can reinforce the improvement. Reinforcement would increase as an employee gets
closer to the desired behavior.

Definition

When a systematic attempt is made to change individuals behavior by directing

their learning in graduated steps, it is called shaping behavior.

Methods of Shaping Behavior:

There are four methods of Shaping Behavior. They are as follows:

i. Positive reinforcement This is the process of getting something pleasant

as a consequence of a desired behavior, to strengthen the same behavior. For
example, one gets a commission, if he/she achieves sales target.

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 Learning: An organizational perspective

For example,

Bonuses paid at the end of a successful business year are an example of

positive reinforcement.
Employees will work hard for a raise or a promotion.
iii) Salesmen will increase their efforts to get rewards and bonuses.
iv) Students will study to get good grades, and
v) In these examples, the rises, promotions, awards, bonuses, good grades,
are positive reinforces.

ii. Negative reinforcement This is the process of having a reward taken

away as a consequence of a undesired behavior. For example, scholarship is
withdrawn from the student who has not done well on the examination. Just
as people engage in behaviors in order to get positive reinforces, they also
engage in behaviors to avoid or escape unpleasant conditions. Terminating
an unpleasant stimulus in order to strengthen or increase the probability of a
response is called negative reinforcement.
iii. Punishment is causing an unpleasant condition in an attempt to eliminate an
undesirable behavior. This is the process of getting a punishment as a
consequence of a behavior.

According to B. F. Skinner, punishment is still the most common technique of

behavior control in todays life. When a child misbehaves, he is spanked. If a
person does not behave as the society or law wants him to do, he is punished by
arrest and jail.

For example: Loss of pay for coming late to office. Punishment can be
accomplished either by adding an unpleasant stimulus or removing a pleasant
stimulus. The added unpleasant stimulus might take the form of criticism, a
scolding, a disapproving look, a fine, or a prison sentence. The removal of a
pleasant stimulus might consist of withholding affection and attention, suspending
a drivers license, or taking away a privilege such as watching television.

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Accordingly, in situations where punishment is desirable as a means of behavior

modification, certain guidelines would make it more effective thus minimizing its
dysfunctional consequences.

Praising in public; punishing in private.

Applying punishment before the undesirable behavior has been
strongly
reinforced. Thus, the punishment should immediately follow
the undesirable
behavior.
The punishment should focus on the behavior and not on the
person.
iv. Extinction An alternative to punishing undesirable behavior is extension
the attempt to weaken behavior by attaching no consequences (either
positive or negative) to it. It is equivalent to ignoring the behavior. The
rationale for using extinction is that a behavior not followed by any
consequence is weakened. However, some patience and time may be needed
for it to be effective.

This type of reinforcement is applied to reduce undesirable behavior, especially

when such behaviors were previously rewarded. This means that if rewards were
removed from behaviors that were previously reinforced, then such behaviors
would become less frequent and eventually die out. For example, if a student in the
class is highly mischievous and disturbs the class, he is probably asking for
attention. If .the attention is given to him, he will continue to exhibit that behavior.

Both positive and negative reinforcement result in learning. They strengthen a

response and increase the probability of repetition. Both punishment and extinction
weaken behavior and tend to decrease its subsequent frequency.

Following a response with something pleasant is called positive reinforcement.

This would describe, for instance, the boss who praises an employee for a job well
done. Following a response by the termination or withdrawal of something
unpleasant is called negative reinforcement. If your college instructor asks a
question and you dont know the answer, looking through your lecture notes is
likely to preclude your being called on. This is a negative reinforcement because
you have learned that looking busily through your notes prevents the instructor
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from calling on you. Punishment is causing an unpleasant condition in an

unpleasant condition in an attempt to eliminate an undesirable behavior. Giving an
employee a two-day suspension from work without pay for showing up drunk is an
example of punishment. Eliminating any reinforcement that is maintaining a
behavior is called extinction. When the behavior is not reinforced, it tends to be
gradually extinguished. College instructors who wish to discourage students from
asking questions in class can eliminate this behavior in their students by ignoring
those who raise their hands to ask questions. Hand-raising will become extinct
when it is invariably met with an absence of reinforcement.

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Chapter 4:
WAYS TO MANAGE
EMPLOYEES
LEARNING

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Ways to Manage Employees Learning:

Managers can take one of three decisions when managing employees learning.
They can manage employees learning by-

a) Allocating Reward;

b) Acting as a role model;

c) Or they can allow it to occur its own way.

Productive employees might change their behavior when they see marginal
performance rewarded with pay raises and promotion. But there is no possibility to
get response from the marginal employees.

Marginal performance is not incurable, but getting over it takes cooperation

and a concrete plan. An honest conversation between employee and supervisor is a
must. A manager can start by clarifying duties and responsibilities. If the
employees and the boss's understanding of the job are not in sync, the cure may
be as simple as a detailed description of duties so the employee knows what is
expected so she can deliver. If the problem is lack of skill, training may be the
answer. Sometimes the roadblock may be a misunderstanding of the companys
values. In this case, a mentor might be able to help the employee integrate better
into the corporate culture. Once the cause of marginal performance has been
identified, managers and employees can work on a solution such as agreeing on a
series of benchmarks like a specific decrease in backlogged work or demonstration
of a new skill to help measure progress toward the desired level of performance.

People who are generally more competitive, restless and quick to anger-has
been labeled to behavior type A. And the people who are calmer and less rushed to
the days events and low key have been labeled to behavior type B. When

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managers want behavior type A but reward B, employees will engage in behavior
type B.

Mangers can reward employees in many ways in addition to paying rises and
giving promotions; such as

i. Managers can reward them with small gifts, tickets to a movie, a gift
certificate to a store, or even highly-coveted tickets to a sports game. Make
sure to check in with their employees about what they think makes a good
reward in advance. Their employees won't be as motivated if they aren't
excited about the prize.

ii. Managers can reward their employees with time off. They'll be surprised to
see how quickly their employees start working when they offer to let them
leave 15 or 30 minutes early, or if they give them the option of coming to
work an hour late the next day.

iii. Managers can reward their employees with telecommute. The employee who
does the most work can be allowed to work from home for a day. Just make
sure this doesn't make it look like everyone would prefer to always be at
home -- remember, their employees are supposed to be excited about coming
to work.

iv. Managers can reward their employees by doing their work for them. People
love seeing their boss does their jobs, whether it's to keep the company
bathroom clean or make a few calls to clients.

v. Managers can reward them with casual dress. Employees love dressing
casually, and that employee can earn the privilege to dress casual for any
given day.

vi. Managers can reward their employees with lunch. The employee who wins
the work contest can earn a free lunch from them -- an opportunity to get to
know them better.

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 Learning: An organizational perspective

To motivate the employees for learning to change their behavior, manager can act
as a model. Managers who are consistently late to work, or take two hours for
lunch, or help themselves to company office supplies for personal use should not
expect other acts from the employees.

i. The first step to act as a role model is to set a positive example. His people
expect him to act according to companys policy. His people expect him to
set a good example in following the standard operating procedures.

ii. The second step to act as a role model is to know the jobs of his people. His
people expect him to know what they are doing. His people expect him to
teach them and guide them. If he does not know anything about the job, how
can he guide them?

iii. The third step to act as a role model is to act consistently. He cannot set a
different standard every day. He cannot set a different standard for his
people. He has to act consistently. He has to follow the same standard that
he set.

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Chapter 5:
LEARNING FOR NEW
GENERATION EMPLOYEES

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Learning for New Generation Employees:

Innovations in technology are changing the way HR approaches learning, with
Bring Your Own Device (BYOD) and social media redefining the learning
landscape.

More and more organizations are responding to these trends by offering their
employees more flexible ways to learn. In particular, mobile and social learning
two of the hottest learning technology trends gaining prominence. In order to
successfully leverage these trends within the workforce, HR leaders need to
examine the drivers behind mobile and social media learning.

a) The mind of mobile worker:

The mobile worker is always connected. 43 percent of mobile workers

store their device in arms reach at all time. This linked in attitude means that the
average mobile worker works 240 hours more a year than the workforce in general.
Mobile workers are always on the hunt for new information, and they use their
mobile device (smart phone, e book reader, tablet etc) to get quick answers when
they need an immediate response.

Interaction and engagement should be the focus when developing learning

content for the mobile worker as this will lead to better engagement and better
performance. There is a significant distinction between mobile learning and
traditional learning. Traditional learning provides comprehensive, foundational
knowledge in a group environment, whereas mobile learning supports performance
by delivering relevant and digestible nuggets of information to the individual.
Essentially, mobile learning is about relevant content at the right time.

b) The rise of social learning:

As the social media phenomenon continues to grow, social learning has

become a hit for businesses. Social learning enables HR to leverage expertise
within and outside their company. It enables informal learning by giving
employees the opportunity to collaborate and share knowledge on any topic,
provides a richer learning experience and improves knowledge retention.

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It is important to consider that as with mobile learning, social learning may

not appeal to every employee. For instance, the older generation is less likely to
share experiences and crowd-source ways to solve problems, whereas the younger
generation is more open to discussing ways to solve problems.

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Chapter Learning:
6: An organizational perspective

MANAGERIAL
CHALLENGES FOR
PROMOTING LEARNING IN
ORGANIZATIONS

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Managerial Challenges for Promoting Learning in

Organization:

Employees behavior and skills can be promoted by continuous learning process in

an organization. But continuing learning is not so easy for the managers. Because
employees are of several behavior and perception. Some oppose learning; some
others try to demolish the objectives of learning. Thus managers have to face many
challenges to promote learning.

a) Over confidence of the employees:

The managers like to provide the employees opportunity to develop their
knowledge day by day. But the employees having the behavior of more confidence
on their knowledge and skills dont like to gather more knowledge in a formal way.
They think that the skills they have already acquired are enough for their practical
life. Consequently the managers fall into great challenge.

For example: When a BCS cadre joins any govt. Office, he has to take a training
course on his practical job life. But it is so much boring for them and sometimes
they dont take part in this course accordingly.

b) Environmental uncertainty:
The organizational environment and economic situation are not always same. So it
is difficult for managers to follow any process for adopting continuous learning in
the organization. The political situation is also an element to influence the learning
process of any organization. Thus the environment is not stable.

For example: Managers fixed a learning process in which the employees will learn
about the markets served within 2 days by monitoring the market. But the political
situation becomes so much uncertain that the plan becomes impossible to be
fulfilled.

C) Diversity of personality:

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 Learning: An organizational perspective

Employees have several personalities of their own. Some of them oppose learning
process to continue with their present skills. But some others who want to be a
specialist in his job and do the job perfectly, like a continuous learning process in
the organization. In this situation managers face a challenge to take the learning
process.

For example: For promoting cultural behaviour the managers adopt a step to fix a
specific colour for the dress of the employees. Some of them agree with this but
others expressed that they like to be dressed as they like.

d)Technological challenge:
In organisation the employees dont like analog learning process but they want to
be learnt by digital tools. So in many organisation managers feel the shortage of
technology and modernization.

For example: Manager plans to collect the current information of the global
market by a face to face conversation with a foreign customer. But they have no
video conferencing opportunity in their office computer.

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 Learning: An organizational perspective

Steps for dealing the challenges with:

To meet the challenges successfully the managers can follow these guidelines:

The managers should make it mandatory to adopt a learning process for the
employee.
Managers should think in advance for dealing with the environmental
uncertainty.
Managers can produce a common personality and convince the importance
of a common belief and culture.
Modern technology can be adopted in the organization.

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Chapter
Ch
7:
Empirical Analysis

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Empirical Analysis

We have visited the organization named Union Capital Limited to gather

information about applying the theoretical concepts of learning in practically. The
information that we have gathered are as follows:

The working environment of the Union Capital Ltd is so friendly; they feel
as they work at home.
The employees of the organization are cooperative with each other
The lower lever employees can communicate with top managers neglecting
line management.

These facts have an impact on the learning process of the organization but the
relation cannot be visible.

a) Ways of Learning in Union Capital Ltd:

The employees learn by:-

Experimenting
Observing
Inquiring

Some employees learn in that organization when allowed with

experiment and some learn by watching someone doing the
particular task .Other employees learn by inquiring includes
inquiring to consulting, evaluating and finalization in the
organization.

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 Learning: An organizational perspective

Operant conditioning:

Modeling concept followed in UNICAP:

Union Capital Ltd follows the concept of live model and Verbal Instruction model
of social learning.

In most cases the managers describe the desired behavior in detail and instruct the
participants in how to engage in the behavior which is known as Verbal Instruction
Model.

And in other case, the managers demonstrate the desired behavior.

The employees of this organization are given training after an interval of six
months which is based on both of the live model and verbal model.

The degree of following social learning process in

UNICAP:

The ways of shaping behavior in UniCap:

Positive reinforcement is mostly followed in UNICAP.
Because the better performers are praised and promoted.

The way in which employees learning is managed in

UniCap:
Most of the organizations managers manage the employees
learning by allocating reward. In some cases the employees who
can show better performance are provided with the opportunity of
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 Learning: An organizational perspective

Overseas Learning in addition to paying raises and promotion.

Sometimes better performer are given the opportunity of early
leave, are given tickets for tour or Sports match.

The upper level employees are normally never late in the

office, follow ethical standards in performing their daily official
task. So the employees can follow them as model to learn to
change their behavior.

Presence of Mobile Learner in UniCap:

Most of the employees of the UniCap are mobile worker. They are
always connected with the outside world by their device, can
communicate and get updated easily.

Challenges faced by UniCap:

The manager of UniCap says that they face mostly the challenge of the
diversity of the personalities of the employees. Some of the employees want
to learn more but some others oppose the learning process. Some believe
that this continuous learning process will be nothing but wastage of money
and time. Most of them say that it will be effective for their career
development. To solve this challenge they take the following steps:
They made it mandatory to take part in training after every six month.
The employees have to participate in internal programs of the
organization regularly.

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Chapter 8:
FINDINGS

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Findings

After a long analysis we have found several facts that are important for a learning
organization.

We have also gathered a practical experience after analyzing the companys

learning activities. The main findings we have are as follows:

Learning process is important in organization, so UniCap is trying to build

up a continuous learning process.
Most of the employees like the learning process because it helps them to
promote organizational behavior.
The new generations learning processes are more modernized in the
organization so that they can be updated with the worldwide knowledge and
skills.
The managers are always aware for facing the challenges that can hamper
the learning process.
An organization following the learning process can make more skilled and
high level organizational behavior having employees.
Learning is the best tool that can shape the behavior of the employees and
that have a positive effect ultimately on the goals achievement of the
organization.

In one line, we can say Learning is a tool that can make the
employees able to build up the behavior that is suitable in
organization.

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Conclusion
Every organization wants to have the employees who can keep pace with the day to
day arising facts. In this regard learning is so much important for organizations. If
the behavior of the employees is not appropriate, it is difficult to go ahead with
those employees and only learning is the tool which can shape the behavior as
needed. So the number of learning organizations increasing. Through our whole
report it has become clear that Learning is a shaping tool for individual behavior.

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Reference

1) Richard E. 2012. Education in organizations.[www.ama.ogr]

2)Robbins S. P. and Coulter M. 2011. Management. 11th edition.

Prentice Hall. USA.

3) Hwnry. N. 2010. Management: Modern Perspective.3rd edition.

CEngage. Australia.

4)www.mymanagementlab.com

5) www.nielson.com

6)analytics.google.com

7)www.unicapbd.com

8) Management Team. 2012. 2012 Annual Report. Union Capital

Limited. Bangladesh.

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Appendices

a) MGT Questionnaire:

1) How learning process is done in your organization?

2) How training process is done in your organization?

3) Is there any penalty for violating in the training process?

4) Is there any reward for good performance?

5) What is the cost of carrying out training in your organization?

6) Is learning process limited in your office only?

7) Are the employees of your organization sent outside the country?

8) What are the ways of communicating with superiors in your organization?

9) Is your organization innovating?

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10) Is your organization friendly?

11) How your employees solve the unexpected problems?

12) How your organization deals with environmental uncertainty?

b) www.unicap-bd.com.

c)

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