A presentation on learning concerns in the Kyambogo Case Study

Presented to
Uganda Martyrs University MBA Class (2013) By Eagle 3

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Introduction

Organisation Organisational Behaviour Learning Insight into learning theories Classical Conditioning Operant conditioning Behavioural conditioning Cognitive Learning issue cited in case study Possible approaches to handle them Conclusion

Introduction ( key definitions)

An organisation is a managed system designed and operated to achieve a specific set of objectives.
significant personal and social sources of money
meaning, relevance, purpose and identity physical resources

support and protection

security

organization
power, authority

status, prestige

self esteem

self confidence

Introduction ( key definitions)

Organisational Behaviour

Organisational behaviour is the study of the structure, functioning and performance of organisations, and the behaviour of groups and individual within them Huczynski and Buchanan (2007).
Griffin (1999) defines organizational behavior as a pattern of actions by the members of an organisation that directly or indirectly influences organisational effectiveness. Performance behaviours,

Withdrawal behaviours and Organisational citizenship.

Introduction ( key definitions)

Learning

Wikipedia, learning is defined is a goal-directed act. Learning is acquiring new, or modifying and reinforcing, existing knowledge, behaviors, skills, values, or preferences and may involve synthesizing different types of information. Torrington, et al (2005) defined learning as the changed or new behaviour resulting from new or reinterpreted knowledge that has been derived from an external or internal experience. Learning

Approaches to understanding learning

Classical Conditioning theory - Pavlov (1927) a physical event (stimulus) can elicit a particular response.

Approaches to understanding learning

Operant Conditioning theory (Skinner, 1953). Here people learn by continually looking for ways to achieve more positive reinforcement in terms of rewards and avoid negative reinforcement in terms of punishment

Approaches to understanding learning

Social learning theory - Albert Bandura, N. E. Miller and J. C.Dollard. people learn through observing others behaviour, attitudes, and outcomes of those behaviours Bandura, (1977).

Approaches to understanding learning

Cognitive theory

concerns with the plans

that people choose and the way they adopt to pursue and how these

plans are modified by experience (Torrington et al 2005).

Approaches to understanding learning

Organization learning

Learning Organisation
centres more on individual learning and self development, this implies that it is only when an individuals learning has an impact on and interrelates with others that organisation members learn together and gradually begin to change the way things are done. Team Learning, Shared Visions , Mental Models, Personal Mastery.

Learning issues cited in the case Study.

The learning issues

Learning Issues ctnd

Resistance to learning at the university

Poor application of personal mastery Organizational size

Unsupportive organisational culture Unclear roles Lack of innovation

Lack of resources lack of confidence among those entrusted with power

Lack of motivation

Learning Issues ctnd

Insufficient learning culture of the university

fear of the risk of admitting failure A lot of internal competition

High degree of resistance to ideas Poor change management

Learning Issues ctnd

Insufficient learning culture of the university

fear of the risk of admitting failure A lot of internal competition

High degree of resistance to ideas Poor change management

IS PROF. NDIEGES KYAMBOGO AT THE VAGUE OF COLLAPSE OR KYAMBOGOS NDIEGE AT THE VAGUE OF COLLAPSE.

Possible approaches to handle them

1. need for the university to adopt Behaviour modification motivational strategies
Motivational strategies

Transactional rewards - pay increase - attractive benefits

Relational rewards - employee recognition - flexible work/life balance - positive working conditions - sense of achievement - employee empowerment -- involvement in decision making

2. Enchance Social Learning especially among new staff acquires job skills by observing what an experienced employee does. The old way of doing things from previous organisations may have to be unlearned in preference to new approaches.

3. Cognitive learning theory, which emphasised . Motivating staff to learn and with management establishing what the motives of organisational learning Giving employees clear, frequent and appropriate feedback on their performance and progress. Focus on rewarding appropriate behaviours

4. Develop a sound learning culture. Amabile (1998) suggests providing employees with challenges;

freedom to innovate;
providing the resources needed to create new ideas;

diversity of perspectives and backgrounds within groups;

supervisor encouragement; and organisational support.

5 . Develop an enabling environment sound learning culture.

Say through the removal of traditional hierarchical structures.

6 . Involve works of a consultant.(Albert 2005) 7.Sambrook and Stewart (2000) empahise positive perspective, motivation, enthusiasm, involvement, clarity and understanding of role, increased responsibility, a developed learning culture, and investment in human resources make a significant difference in organisational learning.
8. Garvin (1993) cited three critical factors that are essential for improving organisational learning in practice: meaning, management, and measurement.

9. Garvin further suggested systematic problem solving, experimentation, the use of demonstration projects, experiential learning, and learning from others on the outside (benchmarking) asa forms of improvingorganisation learning. 10. Consideration of due support from the organs of Government.

11. (Mullins 2010) More dencetralised and flatter strutures be adopted for quick decision making.
12. Adopt use of a more than a single structure in order that knowledge may be assembled across boundary of the organisation chart.

Drivers of proper management Opportunity

Sufficient controls, Avoid micro managing Proper use of Authority Proper segregation of duties Exploiting abilities

Motive
Lifestyle Motivation Debt Addictions Revenge

Eagle 3 Organisation Triangle

Rationalisation
I need the organisation We all care Its a victimless entity Ill never offend my organisation

Conclusion
In the post-capitalist society it is safe to assume that anyone with any knowledge will have to acquire new knowledge every four or five years or else become obsolete. Peter F. Drucker, Post-Capitalist Society.

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