Learning Programs in the American Express Learning Network

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Introduction In this case analysis, Quick, Nelson and Khandelwal discuss the activities of the American Express Learning Network (AELN) in order to enhance the performance capabilities of employees at American Express (AmEx). The case explains how AELN goes about fostering learning and promoting superior performance among its employees, and examines AELN’s programs for customer service and leadership development training (Quick, Nelson & Khandelwal, 2013). Keywords: learning, goal-setting, training. 1. What applications of learning theory and goal-setting theory do you see in AELN’s customer service training program? AELN’s learning theory for customer service is based on reinforcement. Training would be seen as its strategic reward. The company also uses qualitative goals to improve relationships with customers. 2. What applications of learning theory and goal-setting theory do you see in AELN’s leadership development program? It looks like AELN’s leadership program is based on a cognitive approach to learning. In fact, one group was given material to learn and reflect on their own (introverts), while the other group was learning through the process of exchanging ideas and interactions with other people (extroverts). The company also uses quantitative goals to measure responses for the program. 3. Explain why you think the blended learning approach to leadership development turned out to be the superior training venue. I think the blended approach could be better than the other ones because of its ability to suit more personality types. Since it offers both web-based and in classroom learning, it satisfies the needs of more people, whether they are introvert or extrovert, or somewhere in between. 4. Do you agree or disagree with Jeanette Harrison’s learning philosophy that the effects of learning within a business organization

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