Provide opportunities for cross-cultural learning•Focus on relationship building•Create common goals •Note that information sharing/decision power differs by cultureoSome believe decisions should be made at topOB CH 4Learning•A process through which individuals change their behavior as a result of experienceOperant Conditioning•Behavior is a function of consequences•No cognition•Law of Effect (Thorndike): the likelihood of making a particular response in a given situation is determined by the consequences or effects of that response•Conditions of ReinforcementoThe situationoThe behavioral responseoThe consequences of the response•Positive reinforcementoDesired behavior provide positive stimuli behavior reoccurs•Negative reinforcementoDesired behavior removal of aversive stimuli behavior reoccurs•PunishmentoUndesired behavior provide aversive stimuli behavior stops•ExtinctionoUndesired behavior removal of positive stimuli behavior stops Hot Stove Rules of Punishment•Make sure you give employees a chance to explain a voice in the processoImmediacyoAdvance warningoConsistencyoImpersonal natureIntermittent Schedules of Reinforcement•Fixed interval: reinforcement available only after a fixed period of time passing after since the previous reinforcement•Variable interval: reinforcement available after variable period of timeoCan produce consistently high rate of desired behavior because no one knows when next reinforcement will occur

•Fixed ratio: reinforcer is introduced after desired behavior has occurred a fixed number of timesoCan be high rate of desired behavior at first, followed by it not occurring immediately after reinforcement occurs •Variable ratio: reinforcement is introduced after the desired behavior has occurred a variable number of timesoMost effective, and makes extinction less likelySocial Learning TheoryoAlbert BanduraoPeople also learn by anticipating consequences of their behavior and by modeling othersoLearning occurs through mental processing of informationoConsequences as well as cognition are importantoSymbolic antecedentsoForethoughtoModelingoImportance of self-efficacyKey Elements in Learning•Identify behaviors to change•Analyze reinforcement situation•Reinforce desired behavior, remove reinforcements for undesired behavior•Provide feedback•Measure progress Learning Practices•Verbal info•Cognitive skills•Attitudes•Motor skillsImportant Conditions for Learning•Employees need to:oUse their own experience as a basis for learningoHave opportunities to practiceoGet feedbackoInteract with othersoKnow why they are learning somethingoTo have both extrinsic and intrinsic motivatorsSome OB Applications of Learning and Attribution Principles •Performance appraisal•Interviewing•Problem detection•Decision making•LeadershipPerception is…•Sensing stimuli