...1. How did Cliff take advantage of principles of operant conditioning to modify his staff’s behavior? Cliff’s took advantage of the principles of operant conditioning to modify his staff’s behavior in a few different rewarding and positive ways. Cliff noticed when he accepted the position of manager, that there was a high turnover rate in the company and employees were “unproductive and insufficient.” Many past employees quit because the prior manager was very negative, and often criticized when work was not done properly. Cliff decided to not criticize or punish his employees unless it was absolutely necessary. Some approaches of operant conditioning Cliff took were complimenting employees often for their hard work. He set goals for them to reach, for example every Friday afternoon he would buy lunch for all staff members that met their goals everyday that week. Cliff also incorporated spot checks on what staff members were accomplishing, and if they were working hard and meeting goals he would reward them with things like, acquiring a few more extra minutes for lunch. 2. Why did Cliff’s predecessor’s strategy of punishing undesirable behavior not work very well? Even if punishment and reinforcement strategies were equally effective at controlling behavior, why would reinforcement remain preferable? The previous managers strategy of punishing undesirable behavior did not work well because the staff felt demoralized and some even quit. When the staff is being constantly...
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...Psychology SSC 130 Case study 1: 1. How did Cliff take advantage of principles of operant conditioning to modify his staff’s behavior? Cliff took advantage of principles of operant conditionings modify his staff’s behavior by giving them small rewards when they were found working hard. 2. Why did Cliff’s predecessor’s strategy of punishing undesirable behavior not work very well? Even if punishment and reinforcement strategies were equally effective at controlling behavior, why would reinforcement remain preferable? It didn’t work because it was not what he was used to doing or what he was known for; he was more at ease with reinforcements over punishment because there were positive connotations to this method. Reinforcement works best because it bring about the positive and show how and why it is rewarded, while punishment only focuses on the negative and therefore results in demoralization 3. How did Cliff make use of partial reinforcement schedules? What kinds of schedules did he use? Cliff made use of partial reinforcement schedule by frequently complimenting staff whenever they had done a good job; also he met daily production goals for them and rewards those that met their goals with lunch on Fridays. The specific schedule that he used was fixed-ratio schedule that can be seen when he rewarded the staff after they had completed a specific goal for the day. 4. How could Cliff use his technique to train his staff to complete a complex new task...
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...Case Study 1 ‘ 1. How did Cliff take advantage of principles of operant conditioning to modify his staff’s behavior? I would answer this by saying he did it a couple of ways. One way he did it was by increasing staff productivity and morale. The second way is he utilized positive reinforcement. 2. Why did Cliff’s predecessor strategy of punishing undesirable behavior not work very well? Even if punishment and reinforcement strategies were equally effective at controlling behavior, why would reinforcement remain referable? I would answer the first question by saying that putting your employees down all the time doesn’t make the employees want to come to work. By treating the employees with respect makes the employees increase productivity. 3. How did make use of partial reinforcement schedules? What kinds of schedules did he use? I would answer this by saying; he set daily production goals by using the partial reinforcement schedule. If they employees reach that goal that was set he would buy them lunch for a week. He also uses a fixed ratio schedule by setting a goal for the staff to meet. The final schedule he uses is the variable- interval schedule when he does random checks to see how the employees are doing. 4. How could Cliff use his technique to train his staff to complete a complex new task that they had never done before? I would answer this question by, Cliff randomly checking their work. Secondly, by rewarding a good job rather than criticizing...
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.... How did Cliff take advantage of principles of operant conditioning to modify his staff's behavior? 2. Why did Cliff's predecessor's strategy of punishing undesirable behavior not work very well? Even if punishment and reinforcement strategies were equally effective at controlling behavior, why would reinforcement remain preferable? 3. How did Cliff make use of partial reinforcement schedules? What kinds of schedules did he use? 4 . How could Cliff use his technique to train his staff to complete a complex new task that they had never done before? 5. How might Cliff make use of principles of cognitive learning theory to improve his staff's productivity even further? . Cliff resolved not to criticize or punish staff members unless it was absolutely necessary. Instead, he frequently complimented them whenever they did a good job.He set daily production goals for them, and every Friday afternoon he bought lunch for all staff members who met their goals every day that week.Moreover, Cliff randomly conducted spot checks on what staff members were doing, and if he found them hard at work, he gave them small rewards such as extra break time. Within just three months, productivity in Cliff's department nearly doubled. It became the most efficient department in the company. Cliff’s predecessor’s strategy of punishing undesirable behavior did not work very well because putting someone down over and over again does not boost confidence. Even though they probably want...
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...Case study #1 1.How did cliff take advantages of principles of operant conditioning to modify his staff's behavior? Cliff realized that to increase productivity and morale he needed to use more positive reinforcement. The previous manager was very hard on his staff, this simple change would make the staff to respond positively towards Cliff, therefore productivity would increased. 2.Why did cliffs predecessor's strategy of punishing undesirable behavior not work very well? Cliff’s predecessor strategy of punishing undesirable behavior did not work very well because putting someone down over and over again does not boost confidence. They probably want to do better,but it is harder to want to get the job done because they are so used to the demeaning behavior and not knowing how the boss will react to a job well done. They probably think he will find something wrong anyways. That’s why positive reinforcement works better in most situations Even if punishment and reinforcement strategies were equally effective at controlling behavior, why would reinforcement remain preferable? It didn’t work because it was not what he was used to doing or what he was known for; he was more at ease with reinforcements over punishment because there were positive connotations to this method. Reinforcement works best because it bring about the positive and show how and why it is rewarded, while punishment only focuses on the negative and therefore results in demoralization. ...
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...Practice Series The Professional Practice Series is sponsored by The Society for Industrial and Organizational Psychology, Inc. (SIOP). The series was launched in 1988 to provide industrial and organizational psychologists, organizational scientists and practitioners, human resources professionals, managers, executives and those interested in organizational behavior and performance with volumes that are insightful, current, informative and relevant to organizational practice. The volumes in the Professional Practice Series are guided by five tenets designed to enhance future organizational practice: 1. Focus on practice, but grounded in science 2. Translate organizational science into practice by generating guidelines, principles, and lessons learned that can shape and guide practice 3. Showcase the application of industrial and organizational psychology to solve problems 4. Document and demonstrate best industrial and organizationalbased practices 5. Stimulate research needed to guide future organizational practice The volumes seek to inform those interested in practice with guidance, insights, and advice on how to apply the concepts, findings, methods, and tools derived from industrial and organizational psychology to solve human-related organizational problems. Previous Professional Practice Series volumes include: Published by Jossey-Bass Customer Service Delivery Lawrence Fogli, Editor Employment Discrimination Litigation Frank J. Landy, Editor The...
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...Professional Practice Series The Professional Practice Series is sponsored by The Society for Industrial and Organizational Psychology, Inc. (SIOP). The series was launched in 1988 to provide industrial and organizational psychologists, organizational scientists and practitioners, human resources professionals, managers, executives and those interested in organizational behavior and performance with volumes that are insightful, current, informative and relevant to organizational practice. The volumes in the Professional Practice Series are guided by five tenets designed to enhance future organizational practice: 1. Focus on practice, but grounded in science 2. Translate organizational science into practice by generating guidelines, principles, and lessons learned that can shape and guide practice 3. Showcase the application of industrial and organizational psychology to solve problems 4. Document and demonstrate best industrial and organizationalbased practices 5. Stimulate research needed to guide future organizational practice The volumes seek to inform those interested in practice with guidance, insights, and advice on how to apply the concepts, findings, methods, and tools derived from industrial and organizational psychology to solve human-related organizational problems. Previous Professional Practice Series volumes include: Published by Jossey-Bass Customer Service Delivery Lawrence Fogli, Editor Employment Discrimination Litigation Frank J. Landy, Editor The Brave New World...
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...An Introduction to Organisational Behaviour for Managers and Engineers This page intentionally left blank An Introduction to Organisational Behaviour for Managers and Engineers A Group and Multicultural Approach First Edition Duncan Kitchin AMSTERDAM BOSTON HEIDELBERG LONDON NEW YORK OXFORD PARIS SAN DIEGO SAN FRANCISCO SINGAPORE SYDNEY TOKYO Butterworth-Heinemann is an imprint of Elsevier Butterworth-Heinemann is an imprint of Elsevier 30 Corporate Drive, Suite 400, Burlington, MA 01803, USA Linacre House, Jordan Hill, Oxford OX2 8DP, UK First edition 2010 Copyright Ó 2010 Duncan Kitchin. Published by Elsevier Ltd. All rights reserved. The right of Duncan Kitchin to be identified as the author of this work has been asserted in accordance with the Copyright, Designs and Patents Act 1988. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Permissions may be sought directly from Elsevier’s Science & Technology Rights Department in Oxford, UK: phone: (þ44) 1865 843830, fax: (þ44) 1865 853333, E-mail: permissions@elsevier. com. You may also complete your request online via the Elsevier homepage (http://elsevier.com), by selecting ‘‘Support & Contact’’ then ‘‘Copyright and Permission’’ and then ‘‘Obtaining Permissions.’’ British Library Cataloguing in Publication...
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...Contents Preface Acknowledgments Introduction 1 BRAIN POWER Myth #1 Most People Use Only 10% of Their Brain Power Myth #2 Some People Are Left-Brained, Others Are Right-Brained Myth #3 Extrasensory Perception (ESP) Is a Well-Established Scientific Phenomenon Myth #4 Visual Perceptions Are Accompanied by Tiny Emissions from the Eyes Myth #5 Subliminal Messages Can Persuade People to Purchase Products 2 FROM WOMB TO TOMB Myth #6 Playing Mozart’s Music to Infants Boosts Their Intelligence Myth #7 Adolescence Is Inevitably a Time of Psychological Turmoil Myth #8 Most People Experience a Midlife Crisis in | 8 Their 40s or Early 50s Myth #9 Old Age Is Typically Associated with Increased Dissatisfaction and Senility Myth #10 When Dying, People Pass through a Universal Series of Psychological Stages 3 A REMEMBRANCE OF THINGS PAST Myth #11 Human Memory Works like a Tape Recorder or Video Camera, and Accurate Events We’ve Experienced Myth #12 Hypnosis Is Useful for Retrieving Memories of Forgotten Events Myth #13 Individuals Commonly Repress the Memories of Traumatic Experiences Myth #14 Most People with Amnesia Forget All Details of Their Earlier Lives 4 TEACHING OLD DOGS NEW TRICKS Myth #15 Intelligence (IQ) Tests Are Biased against Certain Groups of People My th #16 If You’re Unsure of Your Answer When Taking a Test, It’s Best to Stick with Your Initial Hunch Myth #17 The Defining Feature of Dyslexia Is Reversing Letters Myth #18 Students Learn Best When Teaching Styles Are Matched to...
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...62118 0/nm 1/n1 2/nm 3/nm 4/nm 5/nm 6/nm 7/nm 8/nm 9/nm 1990s 0th/pt 1st/p 1th/tc 2nd/p 2th/tc 3rd/p 3th/tc 4th/pt 5th/pt 6th/pt 7th/pt 8th/pt 9th/pt 0s/pt a A AA AAA Aachen/M aardvark/SM Aaren/M Aarhus/M Aarika/M Aaron/M AB aback abacus/SM abaft Abagael/M Abagail/M abalone/SM abandoner/M abandon/LGDRS abandonment/SM abase/LGDSR abasement/S abaser/M abashed/UY abashment/MS abash/SDLG abate/DSRLG abated/U abatement/MS abater/M abattoir/SM Abba/M Abbe/M abbé/S abbess/SM Abbey/M abbey/MS Abbie/M Abbi/M Abbot/M abbot/MS Abbott/M abbr abbrev abbreviated/UA abbreviates/A abbreviate/XDSNG abbreviating/A abbreviation/M Abbye/M Abby/M ABC/M Abdel/M abdicate/NGDSX abdication/M abdomen/SM abdominal/YS abduct/DGS abduction/SM abductor/SM Abdul/M ab/DY abeam Abelard/M Abel/M Abelson/M Abe/M Aberdeen/M Abernathy/M aberrant/YS aberrational aberration/SM abet/S abetted abetting abettor/SM Abeu/M abeyance/MS abeyant Abey/M abhorred abhorrence/MS abhorrent/Y abhorrer/M abhorring abhor/S abidance/MS abide/JGSR abider/M abiding/Y Abidjan/M Abie/M Abigael/M Abigail/M Abigale/M Abilene/M ability/IMES abjection/MS abjectness/SM abject/SGPDY abjuration/SM abjuratory abjurer/M abjure/ZGSRD ablate/VGNSDX ablation/M ablative/SY ablaze abler/E ables/E ablest able/U abloom ablution/MS Ab/M ABM/S abnegate/NGSDX abnegation/M Abner/M abnormality/SM abnormal/SY aboard ...
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