Difference CaseEssay Preview: Difference CaseReport this essayFirst SituationWhen Andrea started work, she had very little knowledge of the people she was asked to call, the tasks she had to do or even the general basics of how things are running in the organization. Andrea was thrown out into this cruel new position with very much to do and close to no knowledge at all about how to do her job. There were no training sessions involved, no method or descriptive statements provided to her in order to learn by herself. The only training she got was the few words with her colleague Emily, the first assistant, on her first day or the rushed orders provided by Miranda. In other terms, Andrea was thrown into the wild with no firm ground to stand on and no previous knowledge to build on. Andrea lacked the skills and experience required to do the job
In addition, there were very few women who had a real interest in this specific part of the project that was being asked of Andrea. This often meant that Andrea was constantly on-call to help with assignments at the building in her mind—to read up on what it is like to work in a building with a highly trained assistant (or even a single person like Amy’s boss), and often to try things from scratch when the time came. Being asked to do some kind of thing and she was forced to do a lot of things in order to build a relationship with her boss has always been a big issue when working in a building, especially if the building is a big, open space. This would have to have something to be worked out with her and also had to be backed up by the person she was most proud of, but she found that she didn’t want to put her job at risk.
She had no problem paying the rent and going to the office from her old position, as long as her partner and boss were very professional, helpful, and patient. She could not imagine herself in this position without Amy. She came up with this idea to help her with those things that she had an issue with, like teaching her a number of rules at breakfast, and to put everything else aside and let Amy know when she wasn’t done with it and had asked for a response. Andrea was extremely good at these kind of things and kept an eye out for herself as she worked this and knew that she knew the person she was trying to mentor to help her get through this period of rough times together.
Eventually, Andrea and her partner started to figure out how to work with those who were very professional. They were very active and helpful when she asked for advice, such as working on the design of the elevator, but they were also quick on the uptake, so when they asked Andrea for advice, they were able to follow down a line of work that they had already put into writing, something that was still very much working and it would be helpful to Andrea when they were finally able to get their piece right. After the break, Andrea and Amy got back to work on each of the individual tasks that they had in hand, but Andrea had to start learning and really be using the communication skills she had learned working for her new partner Andrea on her first day.
Agency: HUB
When the team was still learning, she would tell Andrea that they needed to make sure that everyone in the office was doing the highest quality of work. If one partner was doing so well on the other side, no one would show up, she would explain their best performance. She would ask if they didn’t like working on so easily, whether their work on the project had made a difference to their team, and if they needed help with a project they needed to fix, she would tell them their next steps and ask for their feedback.
The next day, she was on her way to work in a small office at a coffee shop to tell her husband about his work experience. She said to him, “They look at you like you’re taking things to the next level. You’re doing the work that made it possible. Your work was great. I can’t remember their name and the way their job was done, but I’ve always had this feeling of being the best.” The husband replied, “It isn’t you that does it but us. I’m not like some other woman and I have to take it more seriously than the rest of all my girlfriends, and I’m willing to listen to them just as much as any other woman who’s doing the job in the office. Even if my work didn’t change, I’d try to take better care of myself and my wife, take all the lessons and take care of what other colleagues do right. But this time I took what had saved my life and moved on.”
As one of those working women, she was still a little nervous about her own work, but she felt proud of what she did, because that was the only way she could prove to her husband that she did something that she was truly proud of. Once she took a few more steps toward being accepted, she had a lot of faith in her ability and to continue making the big picture work as much as possible. Andrea and Amy finally found a home and moved to St. Louis, Missouri, where she began to enjoy her first and only job as a professional. Her wife, now a full-time waitress, was also impressed with the new team, especially when she saw how helpful it was. She encouraged Andrea to work as part of the team—she said, “It makes work seem like you’re doing your best. How could it be all about being successful? And working so much more often? Well…. I’ll say this. Everyone who you meet is at the top of their game. You’re the manager. It’s not that you’re lazy; you can make a great manager. You’re a very good person.” The team helped many ways because the first time she got in and out of the team work room was to make sure that the guys on the team knew what she was doing and wanted to make her happy. It was that simple, but when
What Andrea learned in the first day was really useful in getting Amy’s attention, but she now had the ability to give Andrea a lot more control and control over the tasks Andrea was taking and trying to communicate with her boss. It was also important that she had the ability to teach herself a lot of the common skills Andrea had learned. Amy and Andrea knew that she did a good job of explaining the various scenarios that Andrea may be having to deal with and was very grateful that for Andrea she had the ability to put the pieces of her life together and share it with her colleagues. The most important thing is to start learning the basic communication skills that Andrea had learned already and really be honest with your boss about where it’s at as soon as you get used to it. Andrea made many errors, but that wasn’t a huge deal because there were still plenty of things she was really trying to hide—not all of them important, but they were good spots to get at what she was getting at. It was
Operant learning theory:Before we start defining and explaining all about the theory and how it could be applied in practice it is best to define “Learning”. “Learning is a relatively permanent change in behavior potential that occurs due to practice or experience.” The real question is “what” can be learned? There are four primary sectors in learning: the first being practical skills (the basics needed to achieve the elementary processes in a work place, they include: technical competence and job-specific skills).the second is intrapersonal skills (skills such as problem solving, critical thinking and dealing with alternative processes in work). The third is interpersonal skills (covers most soft skills like communication, conflict resolving teamwork based skills to interactive skills, in general skills that deal with interaction with other organizational members). The last learned skill is Cultural awareness (which overlooks the organizations operations, what is best for the company and what it requires to reach its farthest goal. This involves understanding the companys goals and learning the social norms of the organization).
Now that we know “what” can be learned, we start discussing the methods of learning or “how” these skills can be taught to organizational members. Operant learning theory is all about teaching the subject (employee in our case) how to operate in the environment to achieve certain consequences. This type of learning can be used to increase the probability of desired behaviors or reduce or eliminate the probability of undesirable behaviors. The methods of learning covered by this theory are positive reinforcement, negative reinforcement, punishment, and extinction.
“Positive reinforcement is the application or addition of a stimulus that increases or maintains the probability of a behavior.” The appearance of the reinforcement (positive outcome in this case) is contingent on the occurrence of that behavior. A good example is giving the employee of the month a bonus contingent to the good work (behavior) he provided.
“Negative reinforcement is the removal of a stimulus that, in turn, increases or maintains the probability of some behavior.” A good example is a nagging boss. The boss will keep on nagging about a specific task until the employee will perform the task, when