A comparison of oddity learning set formation in children with and without prior object-quality learning set experience

1960 ◽  
Author(s):  
George J. Wischner ◽  
Harry W. Braun ◽  
Roberta Patton
1973 ◽  
Vol 37 (3) ◽  
pp. 920-922 ◽  
Author(s):  
Candace K. Johnson ◽  
Roger T. Davis

Old highly experienced rhesus monkeys (Macaca mulatta) retained oddity learning-sets nearly perfectly until retested 7 yr. later without specific intervening experience on oddity problems. Younger animals, which were not as proficient at oddity learning-sets initially, very rapidly approached the level of the old animals during the test for retention.


1973 ◽  
Vol 37 (3) ◽  
pp. 920-922 ◽  
Author(s):  
CANDACE K. JOHNSON ◽  
ROGER T. DAVIS
Keyword(s):  

1960 ◽  
Vol 53 (5) ◽  
pp. 433-434 ◽  
Author(s):  
J. M. Warren
Keyword(s):  

1966 ◽  
Vol 5 (5) ◽  
pp. 195-196 ◽  
Author(s):  
Rodney J. Plotnik ◽  
Robert B. Tallarico

1969 ◽  
Vol 17 (2) ◽  
pp. 108-109 ◽  
Author(s):  
Edith D. Neimark ◽  
Marcia Horn
Keyword(s):  

2011 ◽  
Author(s):  
Molly McCormley ◽  
Peter Cook ◽  
Madison Miketa ◽  
Colleen Reichmuth

2020 ◽  
Vol 4 (2) ◽  
pp. 95-110
Author(s):  
Buyung Syukron ◽  
Andi Thahir ◽  
Tin Amalia Fitri ◽  
Asep Rohman

The learning process in madrasas (Islamic-based elementary schools) is seen as being able to contribute to instilling values and norms in students following Islamic teachings. The issue of organizational culture and teacher performance also becomes a determining factor in creating a quality learning process. In this research, the aim is to determine: 1) the effect of organizational culture on the quality of the learn-ing process; 2) the effect of teacher performance on the quality of the learning process; and 3) the influ-ence of organizational culture on teacher performance. Respondents in this study were all class teachers from three madrasas as a sample representing all public madrasas in the city of Bandar Lampung, Indo-nesia. The results obtained indicate that the variables of organizational culture and the quality of the learning process have an influence, with R squared of 0.67 or 67%, which is classified as moderate. This shows that madrassas have implemented predetermined work culture values, namely: a) integrity, the harmony between correct thoughts, words, and deeds; b) professionalism, working in a disciplined, competent, and timely manner with the best results; c) innovation, perfecting existing and creating new and improved techniques and ideas; d) responsibility, working thoroughly and with thought for the con-sequences; and e) being exemplary, setting a good example for others.


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