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39 Cards in this Set
- Front
- Back
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explicit knowledge |
o Knowledgethat is easily communicated & available to everyone o Learntthrough books o Generalinformation |
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Tactic knowledge |
o Knowledgethat employees can only learn through experience o 90%of knowledge in organizations o Basedon experience |
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Operant Conditioning Components |
o Antecedent § Condition that precedes behaviour § Goals, rules, instructions o Behaviour § Action performed by employee o Consequence § Result that occurs after behaviour |
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Positive reinforcement |
§ Positive outcome follows a desiredbehaviour§ Workers need to see a direct linkb/w their behaviours & desired outcomes |
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Negative reinforcement |
§ Unwanted outcome is removedfollowing a desired behaviour |
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Punishment |
§ An unwanted outcome that follows anunwanted behaviour § Decrease undesired outcomes -negative reinforcement |
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Extinction |
§ The removal of a positive outcomefollowing an unwanted behaviour -negative punishment |
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Continuous reinforcement |
§ A schedule in which a specificconsequence follows each and every occurrence of a certain behaviour § Simplest schedule § Most jobs is unpractical |
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Fixed-Interval Schedule |
§ A schedule whereby reinforcementoccurs at fixed time periods |
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Variable-Interval Schedule |
§ A schedule whereby reinforcementoccurs at random periods of time |
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Fixed-Ratio schedule |
§ A schedule whereby reinforcementoccurs following a fixed number of desired behaviours |
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Variable-ratio schedule |
§ A schedule whereby behaviours arereinforced after a varying number of them have been exhibited |
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Social learning theory |
o Theorythat argues that people in organizations learn by observing others |
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Behaviour modelling |
o Employees’observing the actions of others, learning from what they observe, and thenrepeating the observed behaviour |
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The modelling process |
§ Attentional Processes-->Retention Processes-->Production Processes-->Reinforcement |
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Learning orientation |
o Apredisposition or attitude according to which building competence is deemedmore important by an employee than demonstrating competence |
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Performance-Prove Orientation |
o Apredisposition or attitude by which employees focus on demonstrating theircompetence so that others think favourably of them o Tendto work on tasks they are already good at |
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Performance-Avoid Orientation |
o Apredisposition or attitude by which employees focus on demonstrating theircompetence so that other swill not think poorly of them o Tendto work on tasks they are already good at |
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Programmed decisions |
o Decisionsthat are somewhat automatic b/c the decision maker’s knowledge allows him/herto recognize the situation & the course of action to be taken |
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Intuition |
An emotional judgement based on quick,unconscious gut feelings |
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Crisis Situation |
o Achange- Sudden or evolving- that results in an urgent problem that must beaddressed immediately |
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Non-programmed decisions |
o Onemade by employees when a problem is new, complex, or not recognized |
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Rational decision making model |
o Astep-by-step approach to making decisions that is designed to maximize outcomesby examining all available alternatives -5Steps: § Identify the criteria that isimportant to decision making § Generate a list of all available alternativesthat might be potential solutions to the problem § Evaluation of those alternativesagainst the criteria laid out in the 1st step § Select the alternative that resultsin the best outcome § Implement the alternative |
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Bounded rationality |
§ The notion that people do not havethe ability or resources to process all available information & alternativeswhen making a decision § Limits results in 2 major problemsfor decision making · People have to filter & simplifyinformation to make sense of their complex environment and the myriad potentialchoices they face · People cannot possibly considerevery single alternative when making a decision, they Satisfice |
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Satisficing |
§ What a decision maker is doing whochooses the first acceptable alternative considered |
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Selective perception |
§ Tendency for people to see theirenvironment only as it affects them and as it is consistent with theirexpectations § Affects our ability to identifyproblems, generate alternatives, judge outcomes |
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Projection Bias |
§ The faulty perception by decisionmakers that others think, feel, and act as they do |
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Social Identity Theory |
§ A theory that people identifythemselves according to the various groups to which they belong & judgeothers according to the groups they associate with |
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Heuristics |
§ Simple & efficient rules ofthumb that allow one to make decisions more easily |
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Availability Bias |
§ The tendency for people to basetheir judgements on information that is easier to recall |
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Fundamental Attribution Error |
§ The tendency for people to judgeothers’ behaviours as being due to internal factors such as ability,motivation, or attitudes |
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Self-Serving Bias |
§ When one attributes one’s ownfailures to external factors & success to internal factors |
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Consensus |
§ Used by decision makers to attributecause; whether other individuals behave the same way under similarcircumstances |
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Distinctiveness |
§ Used by decision makers to attributecause; whether the person being judged acts in a similar fashion underdifferent circumstances |
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Consistency |
§ Used by decision makers to attributecause; whether this individual has behaved this way before under similarcircumstances |
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Escalation of Commitment |
§ A common decision-making error, inwhich the decision maker continues to follow a failing course of action |
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Communities of practice |
o Groups of employees who learn from one anotherthrough collaboration over an extended period of time o Social networking |
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Transfer of Training |
o Occurs when employees retain & demonstratethe knowledge, skills, and behaviours required for their job after trainingends |
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Climate for transfer |
o An organizational environment that supports theuse of new skills o Organizations create this to when transfer oftraining is done |
