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33 Cards in this Set
- Front
- Back
learning
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relatively permanent changes in an employee's knowledge or skill that result from experience
-significant impact on decision making |
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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 distinguish experts from novices and less experienced people
-amount of learning NOT intelligence or some innate differences |
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explicit knowledge
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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 |
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tacit knowledge
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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 |
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reinforcement
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-B.F. skinner and operant conditioning= link between voluntary behavior and consequences
1) antecedent = goals, rules, instructions 2) behavior = meets assigned goal 3) consequences |
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contingencies of reinforcement
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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 |
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schedules of reinforcement
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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 |
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social learning theory
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learn through observations of others
-see when other people are working, consequences of others |
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behavioral modeling
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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 |
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goal orientation
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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 |
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programmed decisions
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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 |
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crisis situation
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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? |
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nonprogrammed decision
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situation arises that is new, complex, and not recognized
-as someone moves up the corporate ladder, larger % of decisions become less and less programmed |
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rational decision making model
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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 |
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bounded rationality
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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 |
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perception
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the process of selecting, organizing, storing, and retrieving information about the environment
-can be distorted versions of reality -make assumptions |
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selective perception
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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 |
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projection bias
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people project their own thoughts, attitudes, and motive onto other people
-limits our ability to develop appropriate criteria for a decision |
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social identity theory
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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 |
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stereotype
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when assumptions are made about others on the basis of their membership in a social group
-not necessarily bad but can be faulty |
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heuristics
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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 |
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fundamental attribution error
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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 |
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escalation of commitment
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the decision to continue to follow a failing course of action
-tendency to commit to previous decisions, despite failures = invested alot of time |
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learning has a _________________ effect on performance
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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 |
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learning has a ______________ effect on commitment
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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 |
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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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knowledge transfer
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older, experienced workers to their founder employees
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behavior modeling training
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ensure that employees have the ability to observe and learn from those in a company with significant amounts of tacit knowledge
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communities of practice
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groups of employees who work together and learn from one another by collaborating over an extended period of time
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transfer of training
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-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 |
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climate of transfer
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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 |
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decision-making biases
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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) |