Case Study Analysis: Learning, Motivation and Cognition

Theories of learning, motivation and cognition help us make sense of how we learn, where
motivation comes from and the forms it takes, as well as the job that cognitive processes take on
within social interactions. Aspects of social cognition include how we perceive, process, and save
information we acquire about people and social scenarios. Understanding factors that impact
learning, motivation and how we think about things allows health services practitioners to analyze
and pose inferences about the interactions, attitudes and beliefs of the people they seek to help.
This assignment requires you to review and synthesize case studies to compose an analysis paper
that examines theories of social psychology in learning, motivation and cognition in an organization,
a workplace, a school or government setting or even a family system.

1. Review the research literature in the online APU Library or Google Scholar to identify one or
more studies where theories of learning, motivation and cognition are examined in the context
of an organization, work environment, school, government or family scenario.
2. Analyze at least 3 case(s) for how learning, motivation and/or thinking (cognition) are
positively or negatively impacted by the conditions studied.

 

Sample Solution

In the Federalist Papers, Number Seventy, published March Fifteenth, 1788, Alexander Hamilton said, “A feeble Executive implies a feeble execution of the government. A feeble execution is but another phrase for a bad execution; and a government ill executed, whatever it may be in theory, must be, in practice, a bad government.” He argued that a single executive, as opposed to an executive council, would be a far better choice. He knew that it would be the best way to go.

When Hamilton wrote the federalist paper number seventy, America had just broken away from the English monarchy and was forming how the government was to be structured. When he said a feeble executive, he meant a president who did not have much power and had to share power with an executive council. He thought that a council of more than one executive would lead to a weaker government.
Hamilton believed in the energy of the executive, an energetic singular leader. He believed it was essential to the community and foreign attacks. He did not want the power to be diluted amongst many. He said this would deprive people of two securities. One being the restraint of public opinion: who do you hold accountable if there is more than one person in charge and one of the persons does something wrong? If there is more than one person in the office and something goes wrong, people could point fingers on each other. On another hand, if there is one president we know who to blame, and can remove that person from office.

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