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27 Cards in this Set

  • Front
  • Back
LEARNING .
A relatively permanent change in an employee’s knowledge or skill that results from experience
DECISION MAKING
The process of generating and choosing from a set of alternatives to solve a problem.
EXPERTISE
The knowledge and skills that distin-guish experts from novices.
EXPLICIT KNOWLEDGE
Knowledge that is easily communicated and available to everyone.
TACIT KNOWLEDGE
Knowledge that employees can only learn through experience.
POSITIVE REINFORCE-MENT
When a positive outcome follows a desired behavior.
NEGATIVE REINFORCE-MENT
An unwanted out-come is removed following a desired behavior.
PUNISHMENT
When an unwanted outcome follows an unwanted behavior.
EXTINCTION
The removal of a positive outcome following an unwanted behavior.
SOCIAL LEARNING THE-ORY
Theory that argues that people in organizations learn by observing others.
BEHAVIORAL MOD-ELING
When employees observe the actions of oth-ers, learn from what they observe, and then repeat the observed behavior.
TRAINING
A systematic effort by organizations to facilitate the learning of job- related knowledge and behavior.
COMMUNITIES OF PRACTICE
Groups of employees who learn from one another through col-laboration over an extended period of time.
GOAL ORIENTATION
A predisposition or attitude that drives whether a person has a learning or performance orientation toward tasks.
PROGRAMMED DECISIONS
Decisions that are somewhat automatic because the decision maker’s knowledge allows him or her to recognize the situation and the course of action to be taken.
INTUITION
An emotional judgment based on quick, unconscious, gut feelings.
NONPROGRAMMED DECISION
Decisions made by employees when a prob-lem is new, complex, or not recognized.
RATIONAL DECISION-MAKING MODEL
A step-by- step approach to making decisions that is designed to maximize outcomes by examining all available alternatives.
BOUNDED RATION-ALITY
The notion that people do not have the abil-ity or resources to process all available information and alternatives when making a decision.
SATISFICING
When a decision maker chooses the first acceptable alternative considered.
SELECTIVE PERCEP-TION
The tendency for people to see their environ-ment only as it affects them and as it is consistent with their expectations.
SOCIAL IDENTITY THEORY
A theory that people identify themselves based on the various groups to which they belong and judge others based on the groups they associate with.
HEURISTICS
Simple and efficient rules of thumb that allow one to make deci-sions more easily.
AVAILABILITY BIAS
The tendency for people to base their judgments on informa-tion that is easier to recall.
FUNDAMENTAL ATTRI-BUTION ERROR
The ten-dency for people to judge others’ behaviors as being due to internal factors such as ability, motivation, or attitudes.
SELF- SERVING BIAS
When one attributes one’s own failures to exter-nal factors and success to internal factors.
ESCALATION OF COMMITMENT
A common decision- making error in which the decision maker continues to follow a failing course of action.