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2181 Final > Chapter 9 - Learning and Decision Making > Flashcards

Chapter 9 - Learning and Decision Making Flashcards

1
Q

learning

A

a relatively permanent change in an employee’s knowledge or skill that results 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

expertise

A

knowledge and skills that distinguish experts from novices and less experienced people
(easily able to do repetitive behaviour)

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4
Q

two types of knowledge

explicit knowledge

A
  • sitting down at a desk to learn / easily communicated
  • training
  • learned through books
  • written or verbal communication
  • general information
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5
Q

two types of knowledge

tacit knowledge

A
  • what employees learn through experience
  • very difficult to articulate to others
  • highly personal in nature
  • based on experience
  • job situation specific
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6
Q

methods of learning

A
  • tacit knoweldge is built off of explicit knowledge
  • tacit knowledge = most important strategic asset
    -IMP: employees learn through reinforcement, observation and experience
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7
Q

reinforcement

B.F skinner - operant conditioning

A
  • oberserving the link between our voluntary behaviour and the consequences that follow it
  • repeat behaviours that =positive and don’t repeat behaviours that=negative
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8
Q

operant conditioning components

A
  1. antecedent: what is expected from eployee
  2. behaviour: action performed by employee
  3. consequence: result that occurs after behaviour
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9
Q

contingencies of reinforcement

positive reinforcement

A

a reinforcement contingency in which a positive outcome follows a desired behaviour

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10
Q

contingencies of reinforcement

negative reinforcement

A

occurs when an unwanted outcome is removed following a desired behaviour
–> used to increase desired behaviours

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11
Q

contingency

punishment

A

occurs when an unwanted outcome follows an unwanted behaviour

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12
Q

reinforcement

extinction

A
  • extinguish a behaviour by witholding a positive reinforcement that encouraged the behaviour
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13
Q

fixed interval schedule

A

a schedule whereby reinforcement occurs at fixed time periods
- pay cheque

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14
Q

variable interval schedule

A

a schedule whereby reinforcement occurs at random peirod of time
- studies show that this leads to HIGHER levels of performnce than fixed schedules
- supervisor walk by

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15
Q

observation

social learning theory

A

theory that argues that people in organizations learn by observing others

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16
Q

behavioural modeling

A

observing other people’s reactions and repeating the observed behaviour

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17
Q

the modelling process

A

observing other people’s reactions and repeating the observed behaviour

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18
Q

1. behavioural modelling

attentional processes

A

learner focuses attention on the critical behaviours exhibited by model

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19
Q

2.model process

retention processes

A

learner must remember the behaviours of the model once it is no longer present

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20
Q

3. modelling process

production processes

A

learner must have the appropriate skill set and be able to reproduce the behaviour

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21
Q

4. the modelling process

reinforcement

A

the learner must view the model receiving the reinforcement for the behaviour and then recieve it themself

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22
Q

goal orientation

learning orientation

A

a predisposition or attitude according to which building competence is deemed important

enjoy working on new kinds of tasks, even if they fail earlier

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23
Q

goal orientation

peformance-prove orientation

A

a predisposition or attitude by which employees focus on demonstrating their competence so others think favorably of them

24
Q

goal orientation

performance avoid orientation

A

a predisposition or attitude by which employees focus on demonstrating their competence so that others will not think poorly

25
Q

methods of decision making

programmed decisions

A

somewhat automatic decisions because the decision maker’s knowledge allows them to recognize the situation and the course of action to be taken

26
Q

programmed decisions can come from

intuition

A

emotionally charged judgements that arise through quick, nonconcious and holistic associations

27
Q

crisis situation

A

a change that results in an urgent problem that must be addressed immediately

28
Q

Five steps for communicating intent to others

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
29
Q

nonprogrammed decision

A

decisions made by employees when a problem is complex, new or not recognized

30
Q

regarding programmed decisions

general rule of thumb

A

higher in the corporate ladder = less programmed decisions

31
Q

rational decision-making model

A

a step by step approach to making decisions that are designed to maximize outcomes by examining all available alternatives

32
Q

rational decision making model: step by step

A
  1. identify the criteria that are important in making the decision
  2. generate a list of all available alternatives that might be potential solutions to the problem
  3. evaluation of those alternatives against criteria
  4. selct the alternative that results in the best outcome
  5. implement the alternative
33
Q

decision making problems/limited info

bonded rationality

A

the notion that people do not have the ability or resources to process all available information and alternatives when making a decision

34
Q

decision making problems/limited info

Two major problems for making decisions

A
  1. people have to filter and simplify information to make sense of their complex environment
  2. people cannot consider every single alternative when making a joke
35
Q

decision making problems/limited info

satisficing

A

when a decision amker is doing who chooses the first acceptable alternative considered

36
Q

faulty perceptions

selective perception

A

tendency for people to see their environment only as it affects them and as it is consistent with their expecations

you only see what you want to see

37
Q

faulty preceptions

projection bias

A

the faulty perception by decision makers that make others think, feel and act as they do
–> projecting thoughts/attitudes onto other people

38
Q

faulty perception

social identity theory

A

people identify themselves according to the various groups to which the belong and judge others according to the groups they associate with
- based on demographics, job and where you’re from

39
Q

faulty perception

stereotype

A

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

40
Q

faulty perception

heuristics

A

simple and efficient rules of thumb that allow one to make deicisions more easily

41
Q

faulty perception

availability bias

A

the tendency for people to base their judgements on information that is easier to recall

42
Q

decision-making biases

anchoring

A

tendency to rely too heavily on one piece of information when making decisions

43
Q

decision-making biases

framing

A

tendency to make different decisions on the basis of how a question or situation is

44
Q

decision-making biases

representativeness

A

the tendency to assess the likelihood of an event by comparing it to a similar event and assuming it will be similar

45
Q

decison makign bias

contrast

A

the tendency to judge things erroneously based on a reference that is near to them

46
Q

decision making bias

Recency

A

the tendency to weigh recent events more than earlier events

47
Q

decision making bias

ratio effect

A

the tendency to judge the same probability of an unlikely event as lower when the probability is presented in the form of a ratio of smaller rather than of larger numbers

48
Q

faulty attributions

fundamental attribution error

A

the tendency for people to judge others behavior as being due to internal factors such as ability, motivation or attitudes

49
Q

faulty attributions

self serving bias

A

when one attributes one’s own failures to external factors and success to internal factors

50
Q

faulty attributions

consensus

A

did others act the same way under similar situations?

51
Q

distinctiveness

A

does this person tend to act differently in other circumstances?

52
Q

consistency

A

does this person always do this when performing this task?

53
Q

internal attribution

A

individual factors such as ability/motivation are to blame

54
Q

external attribution

A

environmental factors are to blame

55
Q

escalation of commitment

A

a common decison-making error, in which the decision maker continutes to follow a failing course of action

56
Q

what does training do?

A

gives employees more knowledge and a wider array of experiences that they can use to make decisions

2181 Final (9 decks)

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