Mgmt 363 Chapter 8

Front 1

learning

Back 1

relatively permanent changes in an employee's knowledge or skill that result from experience
-significant impact on decision making

Front 2

decision making

Back 2

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

Front 3

expertise

Back 3

the knowledge and skills that distinguish experts from novices and less experienced people
-amount of learning NOT intelligence or some innate differences

Front 4

explicit knowledge

Back 4

information you're likely to think about when you pictures someone sitting down at a desk to learn
-easily communicated
-training sessions
-in a manual/written down
-conscious and accessible
-minor portion of all need to know

Front 5

tacit knowledge

Back 5

what employees can typically learn only through experience
90% of knowledge in organizations
-highly personal
-so good at something that couldn't explain to someone else
-separates experts from common people
-job or situation specific
-most important asset

Front 6

reinforcement

Back 6

-B.F. skinner and operant conditioning= link between voluntary behavior and consequences

1) antecedent = goals, rules, instructions
2) behavior = meets assigned goal
3) consequences

Front 7

contingencies of reinforcement

Back 7

four specific consequences:
-increased desired behaviors
1) positive reinforcement = positive follows behavior, receive reward, direct link closely after
2) negative reinforcement = when an unwanted outcome is removed following a desired behavior
ex: performing task to not get yelled at

decrease undesired behaviors
3) punishment = unwanted outcome follows unwanted behavior
4) extinction = the removal of a consequence following an unwanted behavior (purpose or accident)
ex: working late but manager doesn't notice (accidental)

**desired behavior that is not reinforced will diminish over time

extinction and positive reinforcement = remove things without animosity

Front 8

schedules of reinforcement

Back 8

timing of contingencies

1) continuous reinforcement = specific consequence follows each and every behavior
-most impractical
-least long-lasting

interval based:
2) fixed-interval schedule = most common form or reinforcement. length between reinforcements stays the same (paychecks)
3) variable interval schedule = random points in time
ex: worker working at different points in time each day

based on actual behaviors
4) fixed ratio schedules = reinforcement after a certain number exhibited
ex: piece rate pay
5) variable ratio schedules = after a varying number of behaviors exhibited
ex: car salesman, slot machine

**variable lead to higher levels of performance than fixed schedules

Front 9

social learning theory

Back 9

learn through observations of others
-see when other people are working, consequences of others

Front 10

behavioral modeling

Back 10

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

1) focus behavior on model; modeling is best way to gain tacit knowledge
2) remember model's behavior and how did it
3) production process or reproduce what the model did
ex: driving a car
4) reinforcement = observation, direct experience, or both

Front 11

goal orientation

Back 11

1) learning orientation = where building competence is more important than demonstrating competence
-enjoy new tasks and okay with failing
-improves self confidence

demonstration of competence
2) performance-prove orientation = demonstrating their competence so that others think favorably of them
3) performance-avoid orientation = demonstrating competence so that other will not think poorly of them (detrimental- learn less)
-performance people usually only do tasks know; negative thoughts about failure

Front 12

programmed decisions

Back 12

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
-dealt with before

intuition = gut feeling, emotionally charged judgements that arise through quick, non conscious, and holistic associations
-cant explain
-effective with large amounts of tacit knowledge
-most important during a crisis

Front 13

crisis situation

Back 13

a change whether sudden or evolving that results in an urgent problem that must be addressed immediately
-people can misinterpret manager's decisions because managers can't put reasons into words
-must answer...
1) how can they ensure that others follow their lead when the path is unclear?
2) how can they confirm that their intuition is not faulty?

Front 14

nonprogrammed decision

Back 14

situation arises that is new, complex, and not recognized
-as someone moves up the corporate ladder, larger % of decisions become less and less programmed

Front 15

rational decision making model

Back 15

step by step approach in making decisions that maximizes outcomes by examining all available alternatives

1) identify criteria that are important in the decision
2) generate a list of all available alternative that might be potential solutions
3) evaluating alternatives
4) select alternative- given costs and benefits which provides the most value?
5) implement the alternative

** assumes that people are perfectly rational
-a clear and definite problem to solve and that people have the ability to identify what the exact problem is
-decision makers have perfect information
-time and money are generally not issues
-decision makers always choose solution that maximizes value
-will act in interests of the organization

Front 16

bounded rationality

Back 16

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

1) people have to filter and simplify information to make sense of their complex environment and potential choices- miss information
2) satisficing = when decision makers select the first acceptable alternative considered; come up with alternatives that are straightforward and not that different from what they're already doing

Front 17

perception

Back 17

the process of selecting, organizing, storing, and retrieving information about the environment
-can be distorted versions of reality
-make assumptions

Front 18

selective perception

Back 18

the tendency for people to see their environment only as it effects them and as it is constant with their expectations
-only see what you want to see
-take shortcuts when processing information

Front 19

projection bias

Back 19

people project their own thoughts, attitudes, and motive onto other people

-limits our ability to develop appropriate criteria for a decision

Front 20

social identity theory

Back 20

people identify themselves by the groups to which they belong and perceive and judge others by their group memberships
-gender, where work, where from, hair color

Front 21

stereotype

Back 21

when assumptions are made about others on the basis of their membership in a social group
-not necessarily bad but can be faulty

Front 22

heuristics

Back 22

simple, efficient rules of thumb that allow us to make decisions more easily
-lead to correct decisions more often than not
-usually for less important decisions that need to be made more frequently

availability bias = the tendency for people to base their judgements on information that is easier to recall
ex: 'r' in middle or beginning of words, plane crashes

Front 23

fundamental attribution error

Back 23

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

self-serving bias = attribute our own failures to external factors and our own successes to internal factors

ask these questions:
1) consensus: did others act the same way
2) distinctiveness: does this person tend to act differently in other circumstances?
3) consistency: does this person always do this when performing the task? (person always late?)

internal attribution: low attribution, low distinctiveness, high consistency
external attribution: high attribution, high distinctiveness, low consistency

Front 24

escalation of commitment

Back 24

the decision to continue to follow a failing course of action
-tendency to commit to previous decisions, despite failures = invested alot of time

Front 25

learning has a _________________ effect on performance

Back 25

moderate positive
higher task performance

**difficult for employees to fulfill one's job duties if the employee doesn't possess adequate levels of job knowledge

-not much known about citizenship behavior and counterproductive behavior

Front 26

learning has a ______________ effect on commitment

Back 26

weak positive
**companies that have reputations as organizations that value learning tend to receive higher quality applicants for jobs
-higher levels of affective commitment
-higher levels of knowledge has employees more highly valued on job market so less continuance commitment

Front 27

training

Back 27

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

Front 28

knowledge transfer

Back 28

older, experienced workers to their founder employees

Front 29

behavior modeling training

Back 29

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

Front 30

communities of practice

Back 30

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

Front 31

transfer of training

Back 31

-success of programs determined by this

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 32

climate of transfer

Back 32

fostered by transfer of training

an environment that can support the use of new skills

most important factor = degree to which manager supports importance of newly acquired knowledge and skills and stress application to the job
-opportunities to use learned knowledge
-peer support

Front 33

decision-making biases

Back 33

1) anchoring= tendency to anchor on one trait of piece of information even if unreliable or irrelevant

2) framing = tendency to make different decisions based on how the question or situation if phrased
ex: discount for using cash, surcharge for credit

3) representativeness = tendency to assess the likelihood of an event by comparing it to a similar event and assuming it will be similar
**gambler's fallacy

4) contrast = tendency to judge things erroneously based on a reference that is near to them
ex: hand in bowl of hot water to warm would be considered cold, extremely cold water to luke way, considered warm 5) recency = weigh recent events more earlier than earlier events (weight ratings in recent month more than prior month)