Hrim 365 Exam 2

Front 1

Any relatively permanent change in behavior that occurs as a result of experience

Back 1

Learning

Front 2

An individual responds to some type of stimulus that would not ordinarily produce such a response
- Passive
- Reflexive, not voluntary

Back 2

Classical conditioning

Front 3

who came up with the theory of classical conditioning

Back 3

pavlov

Front 4

behavior follows stimuli in a relatively unthinking manner
- Voluntary, not reflexive

Back 4

Operant conditioning

Front 5

who came up with the theory of operant conditioning

Back 5

B.F. Skinner

Front 6

Says that people can also learn indirectly by observing someone else's experiences

Back 6

Social-Learning Theory

Front 7

Who came up with the social learning theory

Back 7

Bandoure

Front 8

4 methods of shaping behavior include

Back 8

Positive reinforcement, negative reinforcement, punishment, extinction

Front 9

providing a reward for a desired behavior
"behavior is a function of consequence"

Back 9

Positive Reinforcement

Front 10

removing an unpleasant consequence when behavior occurs

Back 10

negative reinforcement

Front 11

applying an undesirable condition to eliminate a bad behavior

Back 11

punishment

Front 12

withholding reinforcement of a behavior so it will end

Back 12

extinction

Front 13

a desired behavior is reinforced each time it is demonstrated

Back 13

continuous reinforcement

Front 14

a desired behavior is reinforced often enough to make the behavior worth repeat, but not every time it is demonstrated

Back 14

intermittent reinforcement

Front 15

depends on the NUMBER of responses made

Back 15

ratio

Front 16

depends on the time between reinforcements

Back 16

interval

Front 17

rewards that are spread at uniform time intervals or after a set number of responses

Back 17

fixed

Front 18

rewards that are unpredictable or that vary relative to the behavior

Back 18

variable

Front 19

strongest form or intermittent reinforcement

Back 19

variable ratio

Front 20

how we interpret our environment

Back 20

perception

Front 21

suggests that when we observe an individual's behavior, we attempt to determine whether it was caused internally or externally

Back 21

attribution theory

Front 22

the tendency to overestimate personal influence and underestimate influence of external factors when making judgements about the behavior of others

Back 22

fundamental attribution error

Front 23

the tendency for individuals to attribute their own success to internal factors while putting the blame for failure on others

Back 23

self-serving bias

Front 24

a characteristic that makes someone stand out in our mind will increase the probability that we will be percieved

Back 24

selective perception

Front 25

drawing a general impression based on a single characteristic

Back 25

halo effect

Front 26

our reaction is influenced by others we have recently encountered

Back 26

contrast effect

Front 27

the tendency to attribute our own characteristics to other people

Back 27

projection

Front 28

not recognized for achievements because flaws stand out

Back 28

horn's error

Front 29

the "perfect world" model
assumes complete info, all options known, and maximum payoff

Back 29

rational decision-making model

Front 30

the "real world" model
seeks satisfactory and sufficient solutions from limited data

Back 30

bounded reality

Front 31

a non-conscious process created from distilled experience

Back 31

intuition

Front 32

the processes that account for and individuals intensity, direction and persistence toward attaining a goal

Back 32

motivation

Front 33

belief that an individuals relation to work is basic and that one's attitude towards work can also determine success of failure

Back 33

Herzberg motivation hygiene theory

Front 34

need for achievement
need for power
need for affliation

Back 34

McClelland's Theory of Needs

Front 35

proposes that the introduction of extrinsic rewards for work effort that was previously intrinsically rewarding tends to decrease overall motivation

Back 35

Cognitive Evaluation theory

Front 36

specific goals produce higher output that generalized goals

Back 36

goal-setting theory

Front 37

emphasizes participatively setting goals that are tangible, verifiable, and measureable

Back 37

Management By Objectives

Front 38

refers to an individuals belief that he/she is capable of performing a task

Back 38

self-efficacy theory

Front 39

we compare what we put into our jobs to what we get out of our jobs

Back 39

equity theory

Front 40

True/False: motivation has a positive influence on performance

Back 40

true

Front 41

What three aspects of behavior does motivation account for?

Back 41

direction, intensity, duration

Front 42

3 groups of core needs according to Alderfer

Back 42

Existence, Relatedness, Growth

Front 43

True/False:
The opposite of satisfaction is dissatisfaction

Back 43

False

Front 44

True/False: Reinforcement Theory is the application of Learning Theory

Back 44

True

Front 45

True/False: A paycheck is an example of an intrinsic reward

Back 45

false; extrinsic

Front 46

Weigh what they put into a job to what they get out then compare that to the input-outcome ratio of others

Back 46

Adam's Equity Theory

Front 47

The strength of a tendency to act in a certain way depends on the strength of an expectation that the act will be followed by a given outcome and on the attractiveness of the outcome to the individual

Back 47

Vroom's Expectancy Theory

Front 48

What five dimensions are measured in The Job Characteristics Model

Back 48

Skill variety, task identity, task significance, autonomy, feedback

Front 49

the periodic shifting of an employee from one task to another

Back 49

job rotation/cross-training

Front 50

increasing the number and variety of tasks
-horizontal expansion

Back 50

job enlargement

Front 51

increasing the degree to which the worker controls the planning, execution, and evaluation of the work (vertical)

Back 51

job enrichment

Front 52

involves employees in decisions about how jobs can be done more effectively

Back 52

participative management

Front 53

unions are an example of what?

Back 53

representative participation

Front 54

pays for what employees are capable of doing, not what the necessarily do

Back 54

skill-based pay plans

Front 55

defined by the organization's structure with designated work assignments establishing tasks

Back 55

formal groups

Front 56

alliances that are neither formally structured nor organizationally determined
appear naturally

Back 56

informal groups

Front 57

a group composed of the individuals who report directly to a given manager

Back 57

command group

Front 58

members work together to attain a specific objective with which each is concerned

Back 58

interest group

Front 59

those working together to complete a job of task in an organization but not limited by hierarchal boundaries

Back 59

task groupd

Front 60

True/False: Teams have synergy

Back 60

True

Front 61

employees from about the same hierarchical level, but from different work areas who come together to accomplish a task

Back 61

cross-functional groups

Front 62

what are the five stages of group development?

Back 62

forming, stroming, norming, performing, adjourning