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90 Cards in this Set
- Front
- Back
Organizational Culture
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The shared set of beliefs, expectations, values, norms, and work routines that influence the ways in which individuals, groups, and teams interact with one another and cooperate to achieve organizational goals.
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Terminal Value
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A lifelong goal or objective that an individual seeks to achieve.
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Instrumental Values
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A mode of conduct that an indivdual seeks to follow.
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Organizational Socialization
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The process by which newcomers learn an organization's values and norms and acquire work behavior's necessary to perform jobs effectivelly.
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Strategy Formulation
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The development of a set of corporate-, business and functional-level strategies that allow an organization to accomplish its mission and achieve its goals.
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SWOT analysis
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A planning exercise in which managers identify organizational strengths (S) and weaknesses (W) and environmental oppurtunities (O) and threats (T).
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Low-Cost Strategy
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Driving the organization's costs down below the costs of its rivals.
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Differentiation Strategy
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Distinguishing anorganization's products from the products of competitors on dimensions such as product design, quality, or after-sales service.
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Focused Differentiation Strategy
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Serving only one segment of the overall market and trying to be the most differentiated organization serving that segment.
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Focused Low Cost Strategy
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Serving only one segment of the overall market and trying to be the lowest cost organization serving that segment.
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Concentration on a Single Industry
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Reinvesting a company's profits to strengthen its competitive position in its current industry.
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Vertical Integration
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Expanding a company's operations either backward into an industry that produces inputs for its products or forward into an industry that uses, distributes, or sells its products.
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Diversification
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Expanding a company's business operations into a new industry in order to produce new kinds of valuable goods or services.
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Synergy
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Performance gains that result when individuals and departments coordinate their actions.
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Related Diverisfication
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Entering a new business or industry to create a competitive advantage in one or more of an organizations's exsisting divisions or businesses.
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Unrelated Diversification
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Entering a new industry or buying a company in a new industry that is not related in anywat to an organization's current businesses or industries.
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Global Strategy
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Selling the same standardized product and using the same basic marketing approach in each national market.
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Multidomestic Strategy
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Customizing products and marketing strategies to specific national conditions.
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Exporting
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Making products at home and selling them abroad
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Importing
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Selling products at home that are made abroad.
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Licensing
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Allowing a foreign organization to take charge of maufactoring and distributing a product in its country or world region in return for a negotiated fee.
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Franchising
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Selling to a foreign organization the rights to use a brand name and operating know-how in return for a lump-sum payment and a share of the profits.
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Joint Venture
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A strategic Alliance among two or moe companies that agree to jointly establish and share the ownership of a new business.
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Strategic Alliance
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An agreement in which managers pool pool or share their organization's resources and know-how with a foreign company, and thew two organizations share the rewards and risks of starting a new venture.
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Organizational Architecture
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The organizational structure, control systems, culture, and human resoucre management systems that together determine how efficently and effectively organizational resources are used.
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Organizational Structure
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A formal system of task and reporting relationships that coordinates and motivates organizational members so that they work together to achieve organizatinal goals.
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Organizatinal Design
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The process by which managers make specific organizing choices that result in a particular kind of organizational structure.
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Job deisgn
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The process by which managers decide how to divide tasks into specific jobs.
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Job simplification
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The process of reducing the numbers of tasks that each worker performs.
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Job enlargement
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Increasing the number of different tasks in a given job by changing the division of labor.
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Job enrichment
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Increasing the degree of responsibilty a worker has over his or her job
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Functional Structure
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An organizational structure composed of all the departments that an organization requires to produce goods or services.
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Divisional Structure
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An organizational structure composed of seperate business units within which arethe functions that work together to produce a specfic product for a specific customer.
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Product Structure
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An organizational structure in which each product line or business is handled by a self contained division.
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Geographic Structure
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An organizational Strucute in which each region of a country or area of the world is served by a self contained divsion.
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Market Structure
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An organizational structure in which each kind of customer is served by a self-contained division; also called customer structure.
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Matrix Structure
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An organizational structure that simultaneosly groups people and resources by function and by product.
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Authority
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The power to hold people accountable for their actions and to make decions concerning the use of organizational resources.
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Hierarchy of Authority
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An organization's chain of command, specifying the relative authority of each manager.
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Span of Control
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The number of subordinates who report directly to a manager.
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Decentralizing Authority
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Giving lower-level managers and non-managerial employees the right to make important decisions about how to use organizational resources.
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Human Resources Management
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Activites that managers engage in in to attract and retain employees and to ensure that they perform at a high level and contribute to the accomplishment of organizational goals.
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Strategic human resources management
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The process by which managers design the components of an HRM system to be consistent with each other, with other elements of organizational architechture, and with the organization's strategy and goal.
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Equal Employment Oppurtunity (EEO)
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The equal right of all citizens to the oppurtunity to obtain employment regardless of their gender, age, race, country of origin, religion, or disabilites.
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Recruitment
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Activities that managers engage in to develop a pool of qualified candidates for open positions.
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Selection
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The process that mamagers use to detemine the relative qualifications of job applicants and their potential for performing well in a particular job.
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Human Resource Planning
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Activities that managers engage in to forecast their current and future needs for human resources.
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Outsource
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To use outside suppliers and manufactor to produce goods and services.
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Job analysis
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Identifying the tasks, duties, and responsibilites that make up a job and the knowledge, skills, and abilities needed to perform the job.
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Realistic Job Preview (RJP)
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An honest assesment of the advantages and disadvantages of a job and organization.
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Reliability
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The degree to which a tool or test measures the same thing each time it is used.
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Validity
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The degree to which a tool or test measures what it purports to measure.
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Training
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Teaching organizational members how to perform their current jobs and helping them aquire the knowledge and skills they need to be effective performers.
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Performance Appraisal
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The evaluation of of employee's job performance and contributions to the organization.
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Performance Feedback
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The proccess through which managers share performance appraisal information with subordinates, give subordinates an oppurtunity to reflect on their own performance, and develop, with subordinates, plans for the future.
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Objective Appraisal
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An appraisal that is based on facts and is likely to be numerical
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Development
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Building the knowledge and skills of organizational members so that they are prepared to take on new responsibilites and challenges.
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Needs Assesment
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An assesment of which employees need training or development and what type of skills or knowledge they need to aquire.
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On-the-Job Training
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Training that takes placein the work setting as employees perform the their job tasks.
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Performance Appraisal
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The evaluation of employees' job performance and contributions to their organization.
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Subjective Appraisal
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An appraisal that is based on perceptions of traits, behaviors, or results.
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360 degree appraisal
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A performance appraisal by peers, subordinates, superiors, and sometimes clients who are in a position to evaluate manager's performance
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Formal Appraisal
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An appraisal that conducted at a set time during the year and based on performance dimensions and measures that were specifed in advance.
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Informal Appraisal
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An unscheduled appraisal of ongoing progress and areas for improvement.
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Pay Level
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The relative position of an organization's pay incentives in comparison with those who of other organizations in the same industry employing similar kinds or workers.
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Pay Structure
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The arrangement of jobs into categories reflecting their relative importance to the organization and its goals, level of skills required, and other characterhistics.
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Cafeteria-Style Benefit Plan
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A plan from which employees can choose the benfits that they want
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Labor Relations
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The activities that managers engage in to ensure that they have effective working relationships with the labor unions that represent their employees' interests.
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Collective Bargaining
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Negotiations between labor unions and managers to resolve conflicts and disputes about issues such as working hours, wages, benefits, working conditions, and job security.
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Motivation
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Psychological forces that determine the direction of a person's behavior in an organization, a person's level of effort, and a person's level of persistence.
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Intristically Motivated Behavior
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Behavior that is performed for its own sake.
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Extrinsitcally Motivated Behavior
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Behavior that is performed to aquire material or social rewards or to avoid punishment.
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Outcome
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Anything a persons gets from a job or organization.
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Input
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Anything a person contributes to his or her job or organization.
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Expectancy Theory
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The theory that motivation will be high when workers believe that high levels of effort lead to high performance and high performance leads to the attainment of desired outcomes.
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Expectancy
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In Expectancy theory, a perception about the extent to which effort results in a certain level of performance.
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Instrumentality
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In expectancy theory, a perception about the extent ti which performance results in the attainment of outcomes.
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Valence
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In expectancy theory, how desirable each of the outcomes available from a job or organization is to a person.
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Need Theories
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Theories of motivation that focus on what needs people are trying to satisy at work and what outcomes will satisy those needs.
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Need
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A requirement or necessity for surval and well-being.
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Equity
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The justice, impartiality, and fairness to which all organizational members are entitled.
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Inequity
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Lack of fairness.
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Learning
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A relatively permanent change in knowledge or behavior that results from practice or experience
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Positive Reinforcement
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Giving people outcomes they desire when they perform organizationally functional behaviors.
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Negative Reinforcement
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Eliminating or removing undesired outcomes when people perform organizationally functional behaviors.
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Extinction
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Curtailing the performance of dysfunctional behaviors by eliminating whatever is reinforcing them.
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Punishment
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Adminstering an undesired or negative consequence when dysfunctional behavior occurs.
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Vicarious Learning
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Learning that occurs when the learner becomes motivated to perform a behavior by watching another person perform it and reinforced for doing so; also called obervational learning.
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Self-Reinforcer
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Any desired or attractive outcome or reward that a person gives to himself or herself for good performance.
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Merit Pay Plan
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A compensation plan that bases pay on performance
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