Employee Development Lecture 3

1
Employee Development Lecture 3

• Learning How People Learn Behavioural and
  Cognitive Approaches
• What do we Understand by Learning?
• Cognitive Theories and Problem Solving
• Activists Involve themselves fully and without
  bias in new experiences, they enjoy the here and
  now and are happy to be dominated by immediate
  experiences. They are open minded, not sceptical
  and this tends to make them enthusiastic about
  new experiences.
• Reflectors Like to stand back and ponder
  experiences and observe them from many different
  perspectives, the collect data, both first hand
  and from others and prefer to think about it
  thoroughly before coming to any conclusions.

2
Employee Development

• Theorists Adapt and integrate observations into
  complex, but logically sound theories. They
  think problems through in a vertical, step by
  step logical way. The assimilate disparate facts
  into coherent theories. They tend to be
  perfectionists who wont rest until things are
  tidy and fit into national schemes. They like to
  analyse and synthesise and are keen on basic
  assumptions, principles, theories, models and
  systems thinking.
• Pragmatists Are keen on new ideas, theories and
  techniques to see if they work in practice. They
  positively search out new ideas and take the
  first opportunity to experiment with
  applications. They are the sort of people who
  return from training courses brimming with ideas
  that they want to try out in practice. They like
  to get on with things and act quickly and
  confidently on ideas that attract them.

3
Management Development

• Learning Oppourtunities
• Situations within the Organisation
• Meetings, Task (Familiar and Unfamiliar), Task
  Force, Customer Visit,
• Visit to Plant/Office, Managing a Change, Social
  Occasions,
• Acquisitions/Mergers, Downsizing, Modelling,
• Learning Techniques
• Modelling, Problem Solving, Observing,
  Questioning, Reading,
• Negotiating, Mentoring, Public Speaking,
  Reviewing/Auditing, Clarifying
• Responsibilities, Walking the Floor, Visioning,
  Strategic Planning,
• Problem Diagnosis, Decision Making, Selling.

4
Management Development

• Situations Outside the Organisation
• Charity, Domestic Life, Industry Committee,
  Domestic Meetings, sports
• Club.
• Process
• Coaching
• Counseling
• Listening
• People
• Boss, Mentor, Network Contacts, Peers,
  Consultants, Subordinates

5
Employee Development

• Learning to Learn and Self Development
• Learning is Something One Does For Oneself
• The Most Effective ways of Learning Involve
  Conscious Mental
• Activities such as Checking, Self Testing and
  Questioning
• The Theory of Multiple Intelligence
• Accelerated Learning
• Neuro Linguistic Programming

6
Employee Development

• THE CONTINUOUS DEVELOPMENT SPIRAL
• STARTING POINT
• Need for New Knowledge and Skills
• Confidence/Apprehension
• Successful Achievement of Learning Goals

7
Employee Development

• Confidence in Own Learning Ability
• Motivation to Learn More
• Increased Confidence
• Need for New Knowledge
• and Skills
• No Apprehension
• Successful Achievement of Learning Goals

8
Employee Development

• Continuous Development
• Learner Has Learned to Learn
• Self Generated
• Self Perceived Need for Knowledge and Skills
• Enthusiasm
• Successful Achievement Increased Ability in
  Learning