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ORGB > Chapter 8 > Flashcards

Chapter 8 Flashcards

1
Q

Learning

A

Reflects relatively permanent changes in an employee’s knowledge or skill that result from from experience

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2
Q

decision making

A

The process of generating and choosing from a set of alternatives to solve a problem

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3
Q

It takes most employees anywhere from ___ to ____ to perform their job at a satisfactory level.

A

Three months to an year

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4
Q

Expertise

A

The knowledge and skill that distinguish experts from novices and less experienced people

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5
Q

True learning only occurs when…

A

Changes in behavior become relatively permanent and are repeated over time

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6
Q

Two types of knowledge

A

Explicit and tacit

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7
Q

Explicit knowledge

A

Information you’re likely to think about when you picture someone sitting down at a desk to learn; information that is relatively easily communicated and a large part of what companies teach during training sessions

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8
Q

Tactic knowledge

A

What employees can typically learn only through experience; not easily communicated

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9
Q

How do employees learn these types of knowledge?

A

Through reinforcement, observation, and experience

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10
Q

Antecedent

A

Condition that precedes behavior

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11
Q

Behavior

A

Action performed by employee

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12
Q

Consequence

A

Result that occurs after behavior

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13
Q

Positive reinforcement

A

When a post e outcome follows a desired behavior

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14
Q

Negative reinforcement

A

When an unwanted outcome is removed following a desired behavior

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15
Q

Consequence is added and wanted outcome

A

Positive reinforcement

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16
Q

Consequence is removed and wanted outcome

A

Extinction

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17
Q

Consequence is added and unwanted outcome

A

Punishment

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18
Q

Consequence is removed and unwanted outcome

A

Negative reinforcement

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19
Q

Punishment

A

When an unwanted outcome follows and unwanted behavior

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20
Q

Extinction

A

When there is the removal of a consequence following an unwanted behavior

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21
Q

In general, __ and __ should be the most common forms of reinforcement used by managers to create learning among employees

A

Positive reinforcement and extinction

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22
Q

Schedules of reinforcement

A

The timing of when contingencies are applied

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23
Q

Types of Schedules of Reinforcement

A
  1. Continuous
  2. Fixed interval
  3. Variable interval
  4. Fixed ratio
  5. Variable ratio
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24
Q

Continuous reinforcement

A

The simplest schedule and happens when a specific consequence follows each and every occurrence of a desired behavior

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25
Q

New learning is acquired most rapidly under a ___ schedule.

A

Continuous

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26
Q

Fixed interval schedule

A

Workers are rewarded after a certain amount of time,and the length of time between reinforcement periods stays the same

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27
Q

Variable interval schedules

A

Designed to reinforce behavior at more random points in time

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28
Q

Fixed ratio schedules

A

Reinforce behaviors after a certain number of them have been exhibited

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29
Q

Variable ratio schedules

A

Rewarded people after a varying number of exhibited behavior

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30
Q

Social learning theory

A

Argues that people in organizations have the ability to learn through the observation of others

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31
Q

Behavioral modeling

A

When employees observe the actions of others, learn from what they observe, and then repeat the observed behavior

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32
Q

Behavioral Modeling Process

A

Attentional, retention, production, reinforcement

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33
Q

Learning orientation

A

Building competence is deemed more important than demonstrating competence

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34
Q

Learning-orienteered people

A

Enjoy working on new kind of tasks, even if they fail during their early experiences

35
Q

Performance-prove orientation

A

Focuses on demonstrating their competence so that other think favorably of them

36
Q

Performance-avoid orientation

A

Focuses on demonstrating their competence so that others will not think poorly of them

37
Q

Programmed decisions

A

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

38
Q

Intuition can be a very effective way to make decision, but only when those decisions have a….

A

High level of domaine expertise

39
Q

Crisis situation

A

A change-whether shudder or evolving-that results in an urgent problem that must be addressed immediately

40
Q

Five steps for communicating intent

A
  1. Here’s what i think we face
  2. Here’s what i think we should do
  3. Here’s why
  4. Here’s what we should keep our eye on
  5. Now, talk to me
41
Q

Non programmed decision

A

Employees have to make sense of the environment, understand the problem, come with solution, overcome

42
Q

As employees move up the corporate ladder, decisions become ____ programmed.

A

Less

43
Q

Rational section-making model

A

Offers a step by step approach to making decision that maximize outcomes by examining all available alternatives

44
Q

Bound rationality

A

The notion that decision makers simply do not have the ability or resources to process all available information and alternative to make an optimal decision

45
Q

Satisficing

A

Results when decision makers selected the first acceptable alternative considered

46
Q

Perception

A

The process of selecting, organizing, storing, and retrieving information about the environment

47
Q

Selective perception

A

The tendency for people to see their environment only as it affect them and as it is consistent with their expectations

48
Q

Projection bias

A

People project their own thoughts, attitudes, and motives onto other people

49
Q

Social identity theory

A

People identify themselves by the groups to which they belong and perceive and judge others by their group memberships

50
Q

Stereotype

A

Occurs when assumptions are made about others on the basis of their membership in a social group

51
Q

Heuristics

A

Simple, efficient rules of thumb that allow us to make decisions more easily

52
Q

Availability bias

A

The tendency for people to base their judgments on information that is easier to recall

53
Q

Fundamental attribution error

A

Argues that people have the tendency to judge others’ behaviors as due to internal factors

54
Q

Self-serving bias

A

Occurs when we attribute our own failures to external factors and our own successes to internal factors

55
Q

Before judging, think of these three things

A
  1. Consensus
  2. Distinctiveness
  3. Consistency
56
Q

Escalation of commitment

A

The deception to continue to follow a failing course of action

57
Q

Learning ____ influence job performance

A

Does

58
Q

Learning is ____ correlated with task performance.

A

Moderately

59
Q

Learning is ____ related to organizational commitment.

A

Weakly

60
Q

Training

A

Represents a systematic effort by organizations to facilitate the learning of job-related knowledge and behavior

61
Q

Knowledge transfer

A

Transferring knowledge from older, experienced workers to younger employees

62
Q

Behavior modeling training

A

Employees can observe and learn from those in the company with significant amounts of tacit knowledge

63
Q

Communities of practice

A

Groups of employees who work together and learn from one another by collaborating over an extended period of time

64
Q

Transfer of training

A

Occurs when 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

65
Q

Climate for transfer

A

An environment that can support the use of new skills

66
Q

True or false: Learning has a weak positive effect on commitment

A

True

67
Q

True or false: Under enormous pressure to make a decision, Emily ends up selecting the first acceptable solution without considering any more possibilities. Emily has engaged in satisficing behavior.

A

True

68
Q

____ is when an unwanted outcome follows an unwanted behavior.

A

Punishment

69
Q

______ is the process of generating and choosing from a set of alternatives to solve a problem.

A

Decision making

70
Q

As a team leader for C & C Engineering, Colin needs to choose the best possible candidate to head up a sensitive project. The client had worked with another engineering firm whose inexperience resulted in structural defects that need to be corrected, and now they have brought the project to Colin’s firm. They want someone who can get up to speed on the project quickly and make sound decisions on the job. With little room for error, Colin’s best choice for project manager would be

A

Roland, who experienced a number of failures early in his career two decades ago, but went back to school and set out to learn his trade from the bottom up, taking on new and different projects along the way.

71
Q

Soon after becoming the new manager of operations at the Cooper Motors, a local car dealership, Finn discovers that employees are coming in late to work, taking long breaks, and behaving unprofessionally while on the job. After considering the situation, he introduces a new set of guidelines, along with contingencies of reinforcement. Those who show up on time, do not exceed their allotted break schedules, and show themselves behaving professionally at all times while on duty during the next month will enjoy a steak dinner, courtesy of management. Those who fail to meet the requirements, on the other hand, will be invited to stay late for three nights in a row and attend an unpaid training session. The contingencies Finn is planning to implement—the steak dinner on the one hand and the unpaid training sessions on the other—are, respectively,

A

positive reinforcement and punishment.

72
Q

Wes’s employer has established a course of learning for him. From the standpoint of organizational behavior, this is particularly important because learning will help him to

A

become a better decision maker.

73
Q

Jerry and his brother Joe both work in manufacturing plants, but Jerry gets a regular paycheck, whereas Joe is paid according to the number of items he produces. The difference between the way that Jerry gets paid and the way Joe gets paid is the difference between ______ schedules.

A

fixed interval and fixed ratio

74
Q

Brad is widely acknowledged as one of the best sales trainers in the real estate business. He has often been described as having an intuitive grasp not only of real estate sales techniques, but also of the methods for teaching them. One day after a seminar, a new trainee named Tiffany approaches him and asks him to teach her how to do what he does. Brad mentions to Tiffany that, though he would love to teach her, he just can’t. Brad was

A

right, because what he does is based on experience and his personal qualities, and is probably not something he could teach someone else how to do, even if he wanted to.

75
Q

Denise is a freelance writer who works with a number of clients. She used to charge by the hour, but she has now switched to charging by the page. In other words, she has moved from a ______ schedule.

A

fixed interval to a fixed ratio

76
Q

The leadership at Morgan Industrial Chemicals has been confronted with a crisis: someone incorrectly filed a purchase order from a key client, thus resulting in a shipment of the wrong materials. Not knowing this, the client proceeded to make use of the chemicals—with disastrous results. This has never happened to the company before, and although they have procedures for addressing various contingencies, the situation at hand requires quick thinking. The task of addressing the problem has fallen to Beth, who is an experienced manager, and she readily comes up with a solution. However, at first glance her idea sounds counterintuitive, and she needs the immediate support of her entire team to get behind her idea quickly. Therefore she should

A

explain the situation, present her solution and reasoning, point out what the team should be on the lookout for, and invite feedback from team members.

77
Q

The senator was having trouble getting support for his pet piece of legislation, called The Omnibus Tax Increase Act. After soliciting input from his staff, he renamed it An Act to Protect the American Way of Life. Suddenly, public opinion was on his side, and he soon had the votes he needed. The reason lies in a decision-making bias known as

A

framing

78
Q

One of Val’s biggest challenges as the leader of a sales team is getting team members to fill out and file their paperwork properly at the end of the day. He has tried in a number of ways to get them to comply, but nothing seems to work. He does know that no one likes to lead the daily sales meeting, which is a task that revolves among the team members on a regular basis, and that gives him an idea. The best way to achieve the result he desires is to announce that employees who

A

file their paperwork correctly and on time five days in a row will be exempted from leading the sales meeting the next time their turn comes around.

79
Q

When a worker comes late to the work site, others are likely to make an external attribution under conditions of

A

high consensus, high distinctiveness, and low consistency.

80
Q

True or False: Tacit knowledge is the kind of information that can be easily communicated during training sessions or using written manuals.

A

False

81
Q

Although Hal did not win the drawing for the statewide lottery, which sells thousands of tickets, he is much more confident of winning the drawing for the nationwide lottery, which sells millions of tickets. The reason is that whereas he bought just one ticket for the statewide game, he bought ten tickets for the nationwide one. Hal’s reasoning is an example of

A

the ratio bias effect.

82
Q

In her job as a research analyst for a stock brokerage, Caroline spends a lot of time at her computer. Today her boss told her, “Find out everything you can about the textile industry in the Philippines,” and she immediately sat down and typed a few words into a search engine. Soon she had a dossier on the subject, gleaned from her research on the Internet. The information Caroline acquired in this way is an example of ______ knowledge.

A

Explicit

83
Q

When behaviors are reinforced at random points in time, ______ is being used.

A

a variable interval schedule

84
Q

At Sound & Light, a store that sells computers, stereos, and accessories, the sales team has monthly evaluations, and the top five performers receive bonuses. This is an example of

A

a fixed interval schedule.

ORGB (6 decks)

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