operant conditioning

Examples of operant conditioning in the following topics:

• Operant Conditioning

  • Operant conditioning is a form of learning in which a person changes his behavior because of the results of his behavior.
  • Operant conditioning is a form of learning.
  • Within operant conditioning, the terms "positive" and "negative" are not used in their common or popular sense; positive means that something is added, and negative means something is taken away.
  • Define the methodology behind operant conditioning as a reinforcement agent in organizational behavior

• Punishment as a Management Tool

  • Punishment is a term used in the context of behavioral analysis and in a specific kind of intentional behavior change known as operant conditioning.
  • In business organizations, punishment and deterrence theory play a vital role in shaping culture to be in line with operational expectations and in avoiding conflicts and negative outcomes both internally and externally.

• Elements of Managing Control

  • A significant part of a manager's job is to control the processes involved in the successful operation of a business.
  • These include the characteristic or condition being controlled, the sensor, the comparator, and the activator.
  • Condition or Characteristic - Because organizational systems are large and complex, it is virtually impossible to control every aspect of their operations with rigid control mechanisms.
  • Controllers can, however, determine the key conditions or characteristics of output and monitor them.
  • Sensor - After determining a condition(s), managers must integrate the various communications and data collecting sensors that procure and pass information from the system to management.

• The Impact of External and Internal Factors on Strategy

  • Analysis of both internal factors and external conditions is central to creating effective strategy.
  • This requires carefully crafting a structure, series of objectives, mission, vision, and operational plan.
  • However, management has some strategic control over how these various internal conditions interact.
  • Supplier markets: Suppliers have great power as they control the necessary inputs to an organization's operational process.
  • This requires an understanding of unions and labor laws in regions of operation.

• The PESTEL and SCP Frameworks

  • A PESTEL analysis is a useful strategic tool for understanding market growth or decline, business position, potential, and direction for operations.
  • Growing awareness of the potential impacts of climate change is affecting how companies operate and the products they offer, both creating new markets and diminishing or destroying existing ones.
  • These factors can affect how a company operates, its costs, and the demand for its products.
  • The structure of the industry depends on basic conditions such as technology and demand for a product.
  • Apply PESTEL and SCP frameworks to industries in which incumbents operate

• Fulfilling the Controlling Function

  • The control subsystem functions in close harmony with the operating system.
  • The degree to which they interact depends on the nature of the operating system and its objectives.
  • The characteristic may be the output of the system during any stage of processing or it may be a condition that is the result of the system.
  • The sensor - This is the means for measuring the characteristic or condition.
  • The actual person, device, or method used to direct corrective inputs into the operating system may take a variety of forms.

• Social Responsibility Audits

  • An audit is a systematic independent examination of data, statements, records, operations, and performance (financial or otherwise) of a process or enterprise for a stated purpose.
  • Social aspects considered might include worker conditions or community investment.
  • One metric that might be tested in a social responsibility audit is worker conditions in the company's plants.

• Making Decisions Under Conditions of Risk and Uncertainty

  • Conditions of risk and uncertainty frame most decisions rendered by management.
  • Uncertainty is a state of having limited knowledge of current conditions or future outcomes.
  • They are often associated with competition and can include macroeconomic risks (the alignment of buyers and sellers consistent with the principles of supply and demand), transaction risks (the operational risks from merger and acquisition activity, divestitures, or partnerships), and investor relations risk (the risks associated with communicating effectively or ineffectively with the investment community).

• The Value of Analytics in Decision Making

  • Models capture relationships among many factors, allowing an assessment of risk or potential associated with a particular set of conditions.
  • Understanding cause and effect can help refine business and operational strategies.
  • Most management reporting—such as sales, marketing, operations, and finance—uses this type of analysis.

• The Challenge of Ethics and Governance

  • At its most basic, ethical behavior can first be derived via the laws, rules, and regulations of the country in which a business operates.
  • When working in dangerous conditions, employees are entitled to protective gear and training.
  • This dissonance is exacerbated by the global economy, which sees businesses operating within communities towards which they have no dependence or direct sensitivity.
  • As a result, to ask the question, "What does this practice mean for the people in the area in which we operate?"
  • The 2008 financial collapse is a wonderful yet terrifying example of exactly what can go wrong and why corporate governance and ethics is of such importance to both a business and the society in which it operates.