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MADM 701 > Chapter 11-14 > Flashcards

Chapter 11-14 Flashcards

1
Q

Whate are learning theories ?

A
  • classical conditioning
  • operant conditioning
  • cognitive theory
  • social learning theory
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2
Q

Learning Theory: What is Classical Conditioning

A

Concerned with causes of behavior. Stimulus-Response (Pavlov Experiment)

  • process in which a formerly neutral stimulus when paired with an unconditional stimulus becomes a conditioned stimulus that elicits a conditioned response
  • change in stimulus elicits response
  • strength and frequency of behavior is determined by frequency of elicited stimuli
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3
Q

Learning Theory: What is Operant Conditioning

A

( B.F. Skinner) Response-Stimulus

  • behavior is a function of consequences
  • response occurs in given stimulus situation
  • strength and frequency of behavior is determined by consequences
  • reward presented only if correct response given
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4
Q

Learning Theory: What is Cognitive Theory

A

relationship between cognitive environmental cues and expectations
- learn to be more productive by associating take orders/ following directions and expectations of monetary reward of effort

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5
Q

Learning Theory: What is Social Learning Theory

A

learning that takes place vicarious or modeling and self -control processes

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6
Q

What is Social Learning Theory: Social cognition

A
  • goes beyond social learning to recognize people can initiate, regulate, and sustain their own behavior
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7
Q

What is Social Learning Theory: Modeling Process

A
  • learning process that takes place through imitating
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8
Q

What is Social Learning Theory: Self-efficacy

A
  • belief in one’s capability to organize and execute courses of action required to reproduce given attainments
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9
Q

what are the laws of behavior

A
  • reinforcing consequences increases the strength of preceding behavior and probability of being repeated in the future
  • punishing consequences decreases the strength of preceding behavior and decreases probability of being repeated in the future
  • behavior followed by no consequences the behavior will extinguish over time
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10
Q

What is Behavioral management: Reinforcement

A

anything positive or negative that increases and stenghtens the repetition of behavior preceded by the reinforcement

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11
Q

What is Behavioral management Reward

A

something that the person who presents it seems desirable

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12
Q

What is positive reinforcement

A

strengthens and increases behavior by presentation of a desirable consequence ( person seeks reward)

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13
Q

What is negative reinforcement

A

strengthens and increases behavior by the threat of an undesirable consequence or termination or withdrawal of an undesirable consequence ( person behaves in a way not to be punished)

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14
Q

What is the reinforcement vs punishment

A
  • negative reinforcement strengthens and increases behavior
  • punishment weakens and decreases behavior
  • both are forms of negative control
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15
Q

What is punishment

A

anything that weakens and decreases behavior

  • apply undesirable consequences; withdraw desirable consequence
  • defined by effect on behavior not what manager things is punishment
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16
Q

How does one administer punishment

A

punished behavior tends to be temporarily suppressed

-when used as strategy to control behavior its a lose-lose approach

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17
Q

what are some guidelines to discipline

A
  • attempt to reinforce instead of punish to change behavior
  • discipline should be a learning experience
  • punishment should be situationally applied and progressive
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18
Q

What are some organizational reward systems

A

positive reinforcement that affects behavior. Reinforcers can include financial rewards of money and nonfinancial rewards of social recognition and performance. feedback

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19
Q

what is nonfinancial rewards of social recognition

A

informal recognition and attention that people appreciate if genuine and cannot have too much of

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20
Q

what is non financial reward of performance feedback

A

enhance individual performance in behavioral management. satisfies people’s desire to see how they are doing

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21
Q

What is behavioral performance management

A

based on behavioristic, social learning and social cognitive theories and evidence principles of reinforcement, also known as organizational behavior modification,

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22
Q

What are the steps for applying the Organizational Behavior (OB ) Model Approach to Behavioral Performance Management

A
  1. Identity Performance Management
  2. Measure Behavior
  3. Analyze behavior
  4. Intervene
  5. Evaluate to ensure performance improvement
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23
Q

Evaluate to ensure performance improvement

A

Step 5 of OB Model of Behavioral Performance Management:

- evaluate to make sure intervention leads to performance improvement

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24
Q

What is Intervention in behavior performance management

A

Step 4 of OB Model of Behavioral Performance Management:
-action step where the goal is to accelerate functional performance behaviors and decelerate dysfunctional performance behaviors ( positive reinforcement used such as money, attention, recognition and feedback)

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25
What is functional analysis of behavior in behavior performance management
Step 3 of OB Model of Behavioral Performance Management: - ABC analysis to identify intervention strategy : antecedent (A) cues of performance behavior (B) and what are contingent consequences (C)
26
What is the measurement of behavior in behavior performance management
Step 2 of OB Model of Behavioral Performance Management: | baseline measure of the number of times behavior is occurring under existing conditions
27
What is the identification of performance behaviors in behavior performance management
Step 1 of OB Model of Behavioral Performance Management: critical behaviors identified by supervisor that significantly impact performance of employee ( quantity or quality of producing or delivering service by)
28
What are some reason for application of Behavioral Management
``` reasons for application of behavioral management : - employee productivity (improvement in quality and quantity) - absenteeism and turnover (reduction) - safety and accident prevention (lower occurrences) - sales performance (increased purchases, service and sales) ```
29
How are groups in terms of an organization is concerned
groups are members who : - motivated to join - unified unit of interacting people - contribute in various amounts to group processes - agree and disagree through forms of interaction
30
What are some dynamics on group formation
dynamics and theories of group formation include: - propinquity ( ppl affiliate with one another due to spatial or geographic proximity) - activites, interactions and sentiments ( directly related element where the more activities persons share, the more numerous their interactions and the stronger the sentiments)
31
What are some theories on group formation
- balance theory (ppl are attracted to one another on basis of similar attitudes towards common objectives or goals) -exchange theory (reward- costs outcomes of of interaction, min positive level (reward greater than cost) of an outcome must exist for attraction or affiliation take place)
32
what are the stages of group development
1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning
33
what is the "forming" stage of group development
forming stage is the initial stage of group development marked by uncertainty and confusion; members are unsure of purpose, structure tasks etc.
34
what is the "storming" stage of group development
storming stage is the emotionally charged stage of group development characterized by conflict and confrontation about roles and duties
35
what is the "norming" stage of group development
norming stage is the stage where members begin to settle into cooperation and collaboration,have a we feeling of cohesion, group identity and camaraderie
36
what is the "performing" stage of group development
the performing stage is the fully function stage where members focused on effectively accomplishing agreed upon tasks
37
what is the "adjourning" stage of group development
the adjourning stage is the end of the group for temporary groups, group disbands or a new composition of a group and stages start over again
38
What are the practicalities of group formation
the practical reasons for group formation include : - economics - group incentive pay - security - united front - social- desire for affiliation - punctuated equilibrium model
39
What is the punctuated equilibrium model
A alternative model for reason of group formation where groups form for purpose of a target or mission set that isn't easily alter because of inertia characterized by equilibrium
40
What are some group types
types of groups included : - primary group - coalitions others: - membership - reference - In-group/out-group
41
what is the primary group type
primary group type small enough for fairly consistent interaction, /communication to occur face to face or electronically also having the feeling of comradeship, loyalty and sense of value among members, not all small groups are primary groups
42
what is the coalition group type
coalition group type interacting group deliberately constructed for a reason, independent of format organizational structure and lacking formal internal structure with a mutual perception of membership and focused on issues relevant to members
43
What are the other group types
other group types include - membership - group where individuals actually belongs - reference- group where and individual would like to belong - in-group- groups that have or share dominant values - out group - those on the outside looking in
44
what are the research implications on group and team dynamics
- individual effectiveness help employees learn about organization and self gain new skills obtain rewards and fulfil social needs. - organizational effectiveness provide more ideas and skills improve decision making and control and help facilitate change - highly cohesive group with positive leadership may have highest productivity
45
What is group cohesion
- increased by goal agreement,frequency of interaction personal attractiveness, competition with other groups and favorable evaluations - decreased by goal disagreement, large size, unpleasant experiences, competition among group members and donation by on or more members
46
What is group /team effectiveness
three factors - talk interdependence- how closely group members work together - outcome interdependence whether/how group is rewarded - potency- member's belief that the group can be effective
47
What are the dynamics of informal groups
- norms perceptions for acceptable behavior determined by the group - roles position that has expectations evolving from established norms -informal roles
48
What are the informal roles within informal groups
informal roles include : - boundary spanner - bridge between units or other groups - buffer- filters negative or disappointing information - lobbyist- tells others how successful/important group is - negotiator - acts on behalf of group to get resources or make deals - spokesperson- speaks for groups
49
what are dysfuntions of groups and teams
dysfunction of group and teams include - norm violation - role ambiguity/ conflict - risky shift phenomenon - group think - social loafing
50
what is norm violation
group or team dysfunction that is a result of antisocial behaviors ( i.e theft, harassment, lying)
51
what is role ambiguity/conflict
group or team dysfunction where employee does not know what they are supposed to be doing / employee asked to perform conflicting tasks or tasks the contradicts personal value.
52
what is risky shift phenomenon
group or team dysfunction where belief of group may make riskier decisions than the individual members would have on their own
53
what is groupthink
group or team dysfunction where the deterioration of mental efficiency, reality testing and moral judgement that results from in group pressures
54
what is social loafing
group or team dysfunction when members reduce their effort and performance levels when acting as part of a group
55
what are teams
different than work groups in that they - collective synergistic effect - have a shared leadership - individual and mutual accountability - specific purpose rather - collective work products - performance measured directly through collective works - do real work
56
What are types of teams
Team types includes : - cross functional - virtual - self-managed
57
What are cross functional teams
type of team made up of individuals from various departments or functional areas key for performance success of this team type: composed of the right members, a clear purpose, understanding of group function, team building activites and early cuess to keep morale high
58
What are virtual teams
type of team composed of groups of people who work interdependently with shared purpose across space, time, and org boundaries using technology key for performance success: requires appropriate communication channel to fit meeting needs effective due to flexibility and focus on information and skill
59
What are self-managed teams
type of team made up of groups of people who are responsible for managing and performing technical tasks that result in a product or service being delivered to an internal or external customer has a positive impact on productivity
60
How to make teams more effective
ways to make teams more effective ( teams achieve objectives and performs on behalf of organization): - team building work groups require time, training and cohesion to help establish a sense of ownership and partnership - collaboration improve interpersonal interactions in group setting while committing to common agenda - leadership careful selection of important members who provide tactics that positively affect members - cultural/global issues allowing groups to form or members to join voluntarily to overcome problems associated with individualistic culture
61
what is leadership
leadership is difined in many ways but the common theme is 1. role of influence 2. difference between managers and leaders
62
What is the difference between managers vs leaders
Manager vs leaders - admins vs innovators - relies on controls vs inspires trust - short term view vs long term view - accepts status quo vs chanling status quo - des things right vs does the right thing
63
What are the famous Leadership Studies
Famous leadership studies include : - Iowa Leadership Study - Ohio State Leadership Study - Early Michigan Leadership study
64
What was the Iowa Leadership study and what didi it accomplish
objective: determine effects of leadership style on a group from the standpoint of scientific methodology outcome: showed different leadership styles produce different reactions from same or similar groups leadership styles identified and effects: - authoritarian - directive , allowed no participation of group - democratic- encouraged group discussion and decision making - laissez faire- gave group complete freedom, no leadership

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