Mgmt Chapter 8

Front 1

learning

Back 1

reflects relatively permanent changes n an employee's knowledge or skill that result from experience

Front 2

decision making

Back 2

refers to the process of generating and choosing from a set of alternatives to solve a problem.

Front 3

expertise

Back 3

refers to the knowledge and skills that distinguish experts form novices and less experienced people

Front 4

explicit knowledge

Back 4

is the kind of information you're likely to think about when you picture someone sitting down at a desk to learn

Front 5

tacit knowledge

Back 5

is what employees can typically learn only through experience

Front 6

operant conditioning

Back 6

says that we learn by observing the link between our voluntary behavior and the consequences that follow it

Front 7

positive reinforcement

Back 7

is used to increase desired behaviors; it occurs when a positive outcome follows a desired behavior

Front 8

negative reinforcement

Back 8

used to increase desired behaviors; it occurs when an unwanted outcome is removed following a desired behavior

Front 9

punishment

Back 9

used to decrease undesired behaviors; occurs when an unwanted outcome follows an unwanted behavior

Front 10

extinction

Back 10

used to decrease undesired behaviors; occurs when there is the removal of a consequence following an unwanted behavior

Front 11

continuous reinforcement

Back 11

is the simplest schedule and happens when a specific consequence follows each and every occurrence of a desired behavior

Front 12

intermittent reinforcement

Back 12

happens when reinforcement does NOT follow each instance of desired behavior

Front 13

fixed interval schedule

Back 13

most common form; workers are rewarded after a certain amount of TIME, and length of time between reinforcement stays the same

Front 14

variable interval schedule

Back 14

are designed to reinforce behavior at more random points in TIME

Front 15

fixed ratio schedule

Back 15

reinforce behaviors after a certain NUMBER of them have been exhibited

Front 16

variable ratio schedule

Back 16

rewards people after a varying NUMBER of exhibited behaviors

Front 17

social learning theory

Back 17

argues that people in organizations have the ability to learn through the observation of others

Front 18

behavioral modeling

Back 18

happens when employees observe the actions of others, learn from what they observe and then repeat the observed behavior

Front 19

learning orientation

Back 19

where BUILDING competence is deemed more important than demonstrating competence

Front 20

performance-prove orientation

Back 20

focus on demonstrating their competence so that others time favorably of them.

Front 21

performance-avoid orientation

Back 21

focus on demonstrating their competence so that others will not think poorly of them

Front 22

programmed decisions

Back 22

decisions that become somewhat automatic because people's knowledge allows them to recognize and identify a situation and the course of action that needs to be taken

Front 23

intuition

Back 23

described as emotionally charged judgements that arise through quick, nonconscious, and holistic associations

Front 24

crisis situation

Back 24

is a change-- whether sudden or evolving that results in an urgent problem that must be addressed immediately

Front 25

nonprogrammed decisions

Back 25

when a situation arises that is new, complex and not recognized

Front 26

rational decision-making model

Back 26

offers a step-by-step approach to making decisions that maximize outcomes by examining all available alternatives

Front 27

bounded rationality

Back 27

is the notion that decision makers simply do not have the ability or resources to process all available information and alternatives to make an optimal decision

Front 28

satisficing

Back 28

results when decision makers select the first acceptable alternative considered.

Front 29

selective perception

Back 29

is the tendency for people to see their environment only as it affects them and as it is consistent with their expectations

Front 30

projection bias

Back 30

is the belief that others think, feel, and act the same way they do

Front 31

social identity theory

Back 31

holds that people identify themselves by the groups to which they belong and perceive and judge others by their group membership

Front 32

stereotype

Back 32

occurs when assumptions are made about others on the basis of their membership in a social group

Front 33

heuristics

Back 33

simple, efficient, rules of thumb that allows us to make decisions more easily

Front 34

availability bias

Back 34

is the tendency for people to base their judgment on information that is easier to recall

Front 35

fundamental attribution error

Back 35

argues that people have a tendency to judge others behaviors as due to internal factors

Front 36

self-serving bias

Back 36

occurs when we attribute our own failures to external factors and our own successes to internal factors

Front 37

consensus

Back 37

did OTHERS act the same way under similar situations

Front 38

distinctiveness

Back 38

does THIS PERSON tend to act differently in other circumstances

Front 39

consistency

Back 39

does THIS PERSON always do this when performing this task

Front 40

internal attribution

Back 40

will occur if there is low consensus, low distinctiveness and high consistency.

Front 41

external attribution

Back 41

will occur if there is high consensus, high distinctiveness and low consistency

Front 42

escalation of commitment

Back 42

refers to the decision to continue to follow a failing course of action

Front 43

training

Back 43

represents a systematic effort by organizations to facilitate the learning of job-related and behavior

Front 44

knowledge transfer

Back 44

is the transfer of knowledge from older, experienced workers to younger employees

Front 45

behavior modeling training

Back 45

ensures that employees have the ability to observe and learn from those in the company with significant amounts of tacit knowledge

Front 46

communities of practice

Back 46

are groups of employees who work together and learn from one another by collaborating over an extended period of time

Front 47

transfer of training

Back 47

occurs when the knowledge, skills, and behaviors used on the job are maintained by the learner once training ends and generalized to the workplace once the learner returns to the job

Front 48

climate for transfer

Back 48

an environment that can support the use of new skills