Learning and Decision Making Flashcards

1
Q

Learning

A

Permanent changes in an employee’s knowledge or skills that result from experience

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

Explicit Knowledge

A

Codified knowledge found in documents, databases, etc.
- Easy to communicate and teach

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

Tacit Knowledge

A

Intuitive knowledge and knowhow rooted in context and experience
- More difficult to communicate – gained with experience
- situation specific

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

Types of Reinforcement

A
  • Positive Reinforcement
  • Negative Reinforcement
  • Punishment
  • Extinction
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

Positive Reinforcement

A

desired behavior –> add positive outcome
(participate in class –> get extra credit)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

Negative Reinforcement

A

desired behavior –> remove negative outcome
(participate in class –> less homework)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

Punishment

A

undesired behavior –> add negative outcome
(use phone in class –> have to vacuum classroom)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

Extinction

A

undesired behavior –> remove positive outcome
(use phone in class –> lose 10 points)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

Best types of reinforcement for management

A

Positive reinforcement
Extinction

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

Timing of Reinforcement

A

Continuous or Partial Reinforcement
- Interval(Time) or Ratio(Behavior) based
- Fixed or Variable schedule
(Fixed Interval, Variable Interval, Fixed Ratio, Variable Ratio)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

Best learning outcomes

A
  • Continuous (every desired behavior - unrealistic)
  • Variable Ratio (based on variable number of desired behaviors)
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

Social Learning Theory

A

People learn by observing the actions of others and engaging in similar behaviors
(Bobo doll)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

Goal Orientation

A

predispositions or attitudes toward learning and performance that influence how you learn

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

Types of Goal Orientations

A
  • Learning (building competence is more important than demonstrating competence)
  • Performance-prove (demonstrating competence so others think favorably of them)
  • Performance-avoid (demonstrating competence so others don’t think poorly of them)
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

Effectiveness of Goal Orientations

A
  • Learning (positive effects - self confidence)
  • Performance-prove (mixed effects)
  • Performance-avoid (detrimental effects - anxiety and fear)
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

Bounded Rationality

A

Decision makers do not have the ability to process all the available information and alternatives to make an optimal decision

17
Q

Heuristics

A

‘rules of thumbs’ or mental shortcuts for decision making

18
Q

Biases

A

systematic patterns of errors (or deviations from rationality) in thinking

19
Q

Types of Biases

A
  • Faulty Perceptions
  • Faulty Attributions
  • Escalation of Commitment
20
Q

Faulty Perceptions

A
  • selective perception
  • projection bias
  • stereotype
  • availability
  • anchoring/adjustment
21
Q

Selective Perception

A

Tendency for people to see their environment only as it affects them (you see what you want to see)
- Ignore certain aspects that are relevant
- Confirmation bias

22
Q

Projection Bias

A

Tendency to project our own thoughts, attitudes, and motives onto other people (everyone likes what we like, agrees with our opinions, and is motivated the same way)
- assume everyone has the same decision making criteria as we do

23
Q

Stereotype

A

Tendency to make assumptions based on a person’s membership to a social group (guys in suits are smart businessmen, guys in t-shirts are students)
- ignores variability within groups
- can lead to false or illegal discrimination

24
Q

Availability

A

Tendency to base judgements on information easiest to recall
- recency bias

25
Q

Anchoring/Adjustment

A

Tendency to rely too heavily (anchoring) on a piece of information or train when making decisions

26
Q

Fundamental Attribution Error

A

Tendency to judge other people’s behaviors due to INTERNAL/DISPOSITIONAL factors
- fail to consider situational factors
- can lead to unnecessary negative evaluations

27
Q

Self Serving Bias

A

Tendency to attribute your failures to external factors and your successes to internal factors (Your D because of a bad professor but your A is because of your hard work)
- ignorance of important external factors

28
Q

Escalation of Commitment

A

The decision to continue to follow a failing course of action because of personal investment