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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
Q

What is functional analysis of behavior in behavior performance management

A

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)

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26
Q

What is the measurement of behavior in behavior performance management

A

Step 2 of OB Model of Behavioral Performance Management:

baseline measure of the number of times behavior is occurring under existing conditions

27
Q

What is the identification of performance behaviors in behavior performance management

A

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
Q

What are some reason for application of Behavioral Management

A 
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
Q

How are groups in terms of an organization is concerned

A

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
Q

What are some dynamics on group formation

A

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
Q

What are some theories on group formation

A
  • 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
Q

what are the stages of group development

A
  1. Forming
  2. Storming
  3. Norming
  4. Performing
  5. Adjourning
33
Q

what is the “forming” stage of group development

A

forming stage is the initial stage of group development marked by uncertainty and confusion; members are unsure of purpose, structure tasks etc.

34
Q

what is the “storming” stage of group development

A

storming stage is the emotionally charged stage of group development characterized by conflict and confrontation about roles and duties

35
Q

what is the “norming” stage of group development

A

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
Q

what is the “performing” stage of group development

A

the performing stage is the fully function stage where members focused on effectively accomplishing agreed upon tasks

37
Q

what is the “adjourning” stage of group development

A

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
Q

What are the practicalities of group formation

A

the practical reasons for group formation include :

  • economics - group incentive pay
  • security - united front
  • social- desire for affiliation
  • punctuated equilibrium model
39
Q

What is the punctuated equilibrium model

A

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
Q

What are some group types

A

types of groups included :

  • primary group
  • coalitions

others:

  • membership
  • reference
  • In-group/out-group
41
Q

what is the primary group type

A

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
Q

what is the coalition group type

A

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
Q

What are the other group types

A

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
Q

what are the research implications on group and team dynamics

A
  • 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
Q

What is group cohesion

A
  • 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
Q

What is group /team effectiveness

A

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
Q

What are the dynamics of informal groups

A
  • norms
    perceptions for acceptable behavior determined by the group
  • roles
    position that has expectations evolving from established norms

-informal roles

48
Q

What are the informal roles within informal groups

A

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
Q

what are dysfuntions of groups and teams

A

dysfunction of group and teams include

  • norm violation
  • role ambiguity/ conflict
  • risky shift phenomenon
  • group think
  • social loafing
50
Q

what is norm violation

A

group or team dysfunction that is a result of antisocial behaviors ( i.e theft, harassment, lying)

51
Q

what is role ambiguity/conflict

A

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
Q

what is risky shift phenomenon

A

group or team dysfunction where belief of group may make riskier decisions than the individual members would have on their own

53
Q

what is groupthink

A

group or team dysfunction where the deterioration of mental efficiency, reality testing and moral judgement that results from in group pressures

54
Q

what is social loafing

A

group or team dysfunction when members reduce their effort and performance levels when acting as part of a group

55
Q

what are teams

A

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
Q

What are types of teams

A

Team types includes :

  • cross functional
  • virtual
  • self-managed
57
Q

What are cross functional teams

A

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
Q

What are virtual teams

A

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
Q

What are self-managed teams

A

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
Q

How to make teams more effective

A

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
Q

what is leadership

A

leadership is difined in many ways but the common theme is

  1. role of influence
  2. difference between managers and leaders
62
Q

What is the difference between managers vs leaders

A

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
Q

What are the famous Leadership Studies

A

Famous leadership studies include :

  • Iowa Leadership Study
  • Ohio State Leadership Study
  • Early Michigan Leadership study
64
Q

What was the Iowa Leadership study and what didi it accomplish

A

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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