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