Essays on Theory of Social Learning, NFs Work Performance Case Study

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The paper 'Theory of Social Learning, NF’ s Work Performance " is an outstanding example of a management case study. Theories on team behavior do not look for a trait that is inborn or abilities, instead, they look into what is actually done by the leaders. In case success was defined in terms of actions that are describable then it could have been easier for people to act in a way that is the same. Behavioral theory assumes that leadership ability could be learned, instead of being inherent (Cartwright, 2002).

Therefore this opens doors towards leadership development as opposed to psychometric evaluation that categorizes those with leadership potential from the ones that never had the chance. Thus the theories of behavior put emphasis on the learning of skills and facts which authorities for example managers have made a decision as being important. GS can employ the following theories in taking up the challenges to his new job (French and Schermerhorn, 2008). Theory of social learning According to this theory, change of behavior is determined by behavioral elements, personal, and environmental. Each of the factors influences other factors.

This theory will enable GS to influence the thought of his employees which in turn will impact their individual characteristics to elicit particular responses from the social environment (Derrington and Groom, 2004). In a like manner, the environment of an individual will influence the development of individual traits in addition to the behavior of the person and at the same time, the behavior of an individual might change the environment they are in together with the manner an individual feels or thinks. By this theory, reciprocal interactions amid those factors will be useful for GS in determining the change of behavior. Learning theory This theory will help in modifying simpler behaviors through learning to develop complex behavior that will be significant to GS in carrying out his roles.

It is worthy to note that individuals learn through duplication of behaviors they see in other people (Brabazon, 2016). Conversely, rewards are important to ensure the repetition of behavior that is desired. When each simple behavior is developed via imitation and following reinforcement, the complex behavior is established in the organization.

Establishment of verbal behavior will also assist GS to rule the employee through behavior of rule-governed in creating a team environment. Theory of reasoned action This theory will enable in establishing assumptions that people consider the consequences of a given behavior before doing that specific behavior (French and Schermerhorn, 2008). By this GS could be in a position of arousing the intentions of the individuals through the perception of behavior either as negative or positive alongside the impression of the individual of the way the workplace views that similar behavior.

In other words through the use of this theory intention could be shaped through social pressure and personal attitude and thus change of behavior (Wilson, 2003). Planed behavior theory This theory is useful to GS in developing his agendas as it will assist him to emphasize intention in the individuals who are not in control of any of the factors influencing the exact performance of behavior.

References

Armstrong, M. and Armstrong, M. (2009). Armstrong's handbook of human resource management practice. London: Kogan Page.

Barrows, E. and Neely, A. (2012). Managing performance in turbulent times. Hoboken, N.J.: Wiley.

Brabazon, T. (2016). Play. Springer International Publishing.

Cartwright, R. (2002). Mastering team leadership. New York: Palgrave Macmillan.

Derrington, C. and Groom, B. (2004). A team approach to behaviour management. London: Paul Chapman Pub.

Erez, M., Kleinbeck, U. and Thierry, H. (2001). Work motivation in the context of a globalizing economy. Mahwah, NJ: L. Erlbaum Associates.

French, R. and Schermerhorn, J. (2008). Organizational behaviour. Hoboken, NJ: John Wiley & Sons.

Mathis, R. and Jackson, J. (2003). Human resource management. Mason, Ohio: Thomson/South-western.

Mondy, R., Noe, R. and Gowan, M. (2005). Human resource management. Upper Saddle River, N.J.: Pearson Prentice Hall.

Thorpe, R. and Homan, G. (2000). Strategic reward systems. Harlow, England: Financial Times/Prentice Hall.

Tracy, B. (2013). Motivation. New York: AMACOM, American Management Association.

Wilson, T. (2003). Innovative reward systems for the changing workplace. New York: McGraw-Hill.

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