Teaching and Learning Within Management: American Express
This paper examines how teaching and learning theories are applied within the management process at American Express. Drawing on frameworks such as behaviorism, social learning theory, Sternberg's Triarchic Theory of Intelligence, and the General Problem Solver, the paper evaluates three training approaches—traditional classroom instruction, self-directed online learning, and blended learning. It discusses leadership development, team building, and performance management using Berkeley's planning, checking-in, and reviewing model. The analysis concludes that blended learning is the most effective approach for workplace training, while also advocating for recognition of individual learning differences to maximize employee motivation and professional development outcomes.
- Introduction: Workplace learning importance in finance and banking
- Leadership and Team Building: Management frameworks and training needs at American Express
- Leadership Development: Comparing classroom, online, and blended training methods
- The Blended Learning Approach: Why blended learning outperforms single-method training
- The Benefits of Learning Within and Beyond the Workplace: Learning as a universal, lifelong human activity
- Conclusion: Human differences demand flexible management and training
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What makes this paper effective
- The paper grounds abstract learning theories — behaviorism, social learning, and Sternberg's Triarchic Theory — in a concrete workplace context, making the theoretical discussion practical and relevant.
- It evaluates three distinct training approaches side by side, building a clear comparative argument that leads logically to the recommendation of blended learning.
- The use of Berkeley's performance management cycle (planning, checking-in, reviewing) provides a coherent organizational framework that ties the training discussion to broader management practice.
Key academic technique demonstrated
The paper demonstrates applied theory synthesis: it selects multiple established learning theories and maps each one onto a specific training method observed at American Express. Rather than describing theories in isolation, the author explicitly connects each framework to observable workplace behavior, showing how theory informs practice.
Structure breakdown
The paper opens with a brief introduction establishing the importance of workplace learning, then moves through two substantive analytical sections — one on team-building and management frameworks, one on comparing training modalities. A dedicated section on blended learning presents the paper's central recommendation, followed by a reflective section on learning beyond the workplace, and a concise conclusion that reinforces the main argument about human difference in learning.
Introduction
One of the most recognized truths about today's world is that the individual never stops learning. After school and tertiary study, the workplace holds many opportunities for new training and learning. This is particularly so in complicated work environments, such as finance and banking. For this reason, training forms an important element of ensuring work quality and excellence in customer service. At American Express, both quality of work and customer service form an important part of ensuring that the company's goals and mission statement are met.
References
Berkeley HR (2013). Performance Management. Retrieved from: http://hrweb.berkeley.edu/guides/managing-hr/managing-successfully/performance-management/concepts
Chapter 2 (n.d.). Organizational Behavior. Retrieved from: http://www.abahe.co.uk/business-administration/Organizational-Behavior.pdf
Cooper, S. (2015). Learning Theories. Retrieved from:
Learning-Theories.com (2015). Behaviorism. Retrieved from: http://www.learning-theories.com/behaviorism.html
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