stimulus that elicits a response after association with reinforcement (in contrast to related stimuli not associated with reinforcement) • reinforcer: in operant conditioning‚ any event that strengthens the behavior it follows • positive reinforcement: increasing behaviors by presenting positive stimuli‚ such as food. A positive reinforcer is any stimulus that‚ when presented after a response‚ strengthens the response • negative reinforcement: increasing behaviors by stopping or reducing negative
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stimulus-reinforcer relation in the three term contingency‚ and independent of the response-reinforcer relation (Nevin & Grace‚ 2000). General findings are that responses maintained on richer schedules of reinforcement are more resistant to change than those maintained on leaner schedules of reinforcement (Nevin & Grace‚ 2000). Resistance to change is often measured as responses in a particular session following disruption as proportion of an average of baseline‚ which accounts for differences in the baseline
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event may be. Reinforcement and Punishment: Reinforcement increases the likelyhood of the behaviour repeating. Giving a dog a treat for coming in after going to the bathroom outside. Removing chores when a teenager obeys their curfew. Punishment decreased the likelyhood of the behaviour repeating. Giving a child time-out for hitting a kid in class. Continuous Versus Partial Reinforcement The behaviour could likely stop as well. Schedules of Reinforcement Giving reinforcement
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Behaviorism Behaviorism can perhaps be best summed up by the following quote from the famous psychologist John B. Watson: "Give me a dozen healthy infants‚ well-formed‚ and my own specified world to bring them up in and I’ll guarantee to take any one at random and train him to become any type of specialist I might select -- doctor‚ lawyer‚ artist‚ merchant-chief and‚ yes‚ even beggar-man and thief‚ regardless of his talents‚ penchants‚ tendencies‚ abilities‚ vocations‚ and race of his ancestors
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Chapter Chapter PERCEPTION AND LEARNING: UNDERSTANDING AND ADAPTING TO THE WORK ENVIRONMENT Perception - we select‚ organize‚ & interpret information - active processing of sensory inputs - very subjective Social Perception - the process of combining‚ integrating‚ and interpreting information about others to gain an accurate understanding of them Personal and Social Identity Attribution -determine the causes behind others’ behavior Correspondent Inferences - judging people’s dispositions‚ traits
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What is continuous improvement means in the context of organisational success Continuous improvement is a quality philosophy that assumes further improvements are always possible and that processes should be continuously re-evaluated and improvements implemented. It is also the seeking of small improvements in processes and products‚ with the objective of increasing quality and reducing waste. It is believed that an organization must constantly measure the effectiveness of its processes and strive
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CH2 – Foundations of Individual Behavior Ability * Everyone has strengths and weaknesses that make them superior or inferior to others * Ability refers to an individuals capacity to perform various tasks * Intellectual * Mental activities * Assessed by GMA (General Mental Ability)‚ takes into account aptitude‚ verbal comp‚ perceptual speed‚ inductive/deductive reasoning‚ spatial visualization‚ memory * High score in one cat usually means high score
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A CRITIQUE OF THE BEHAVIOURAL THEORIES OF LEARNING One of the most debated issues in psychology pertains to the nature and meaning of learning. The systematic study of learning is relatively new as it was in the late nineteenth century that studies in this realm began in a scientific manner. Psychologists borrowed techniques from the physical sciences‚ and conducted experiments to understand how people and animals learn. Psychologists have tried in the past to define and explain how learning
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+ Continuous Improvement + Continuous Improvement Process (CIP) n It is an ongoing effort to improve products‚ services‚ or processes. These efforts can seek "incremental" improvement over time or "breakthrough" improvement all at once. n W. Edward Deming‚ a pioneer of the field‚ saw it as part of the ’system’ whereby feedback from the process and customer were evaluated against organizational goals. + How to develop a culture of Continuous Improvement: n
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Learning Learning is a permanent change in behaviour caused by experience. The learner does not need to have the experience directly; we can also learn by observing others . It is an ongoing process. Our knowledge of the world is continually being revised as we are exposed to new stimuli and receiving ongoing feedback that allows us to modify our behaviour when we find ourselves in a similar position again Psychologists who have studied learning have developed advanced therories on the process
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