Learning & Decision Making Flashcards
The timing of when contingencies are applied or removed
Schedules of reinforcement
The tendency for people to see their environment only as it affects them and as it is consistent with their expectations
Selective perception
Used by decision makers to attribute cause; whether other individuals behave the same way under similar circumstances.
Consensus
When an unwanted outcome follows an unwanted behavior
Punishment
The process of generating and choosing from a set of alternatives to solve a problem.
Decision Making
When one attributes one’s own failures to external factors and success to internal factors.
Self-serving Bias
A relatively permanent change in an employee’s knowledge or skill that results from experience.
Learning
Behaviors are reinforced after a varying number of them have been exhibited.
Variable Ratio Schedule
When a decision maker chooses the first acceptable alternative considered
Satisficing
When employees observe the actions of others, learn from what they observe, and then repeat the observed behavior
Behavioral Modeling
An emotional judgment based on quick, unconscious, gut feelings
Intuition
A predisposition or attitude by which employees focus on demonstrating their competence so that others think favorably of them.
Performance-prove orientation
The tendency for people to judge others’ behaviors as being due to internal factors such as ability, motivation, or attitudes.
Fundamental Attribution Error
A predisposition or attitude by which employees focus on demonstrating their competence so that others will not think poorly of them.
Performance-avoid orientation
Reinforcement occurs following a fixed number of desired behaviors
Fixed Ratio Schedule
Theory that argues that people in organizations learn by observing others
Social Learning Theory
Groups of employees who learn from one another through collaboration over an extended period of time.
Communities of Practice
A change- whether sudden or evolving- that results in an urgent problem that must be addressed immediately
Crisis Situation
Decisions that are somewhat automatic because the decision maker’s knowledge allows him or her to recognize the situation and the course of action to be taken.
Programmed decisions
Simple and efficient rules of thumb that allow one to make decisions more easily
Heuristics
The tendency for people to base their judgments on information that is easier to recall
Availability Bias
A common decision-making error in which the decision maker continues to follow a failing course of action.
Escalation of Commitment
Used by decision makers to attribute cause; whether the person being judged acts in a similar fashion under different circumstances.
Distinctiveness
A specific consequence follows each and every occurrence of a certain behavior
Continuous Reinforcement
An organizational environment that supports the use of new skills.
Climate for transfer
The knowledge and skills that distinguish experts from novices.
Expertise
Reinforcement occurs at random periods of time
Variable Interval Schedule
Knowledge that is easily communicated and available to everyone
Explicit Knowledge
A predisposition or attitude according to which building competence is deemed more important by an employee than demonstrating competence
Learning Orientation
A systematic effort by organizations to facilitate the learning of job-related knowledge and behavior.
Training
The faulty perception by decision makers that others think, feel, and act the same way as they do
Projection bias
Decisions made by employees when a problem is new, complex, or not recognized.
Nonprogrammed decisions
When a positive outcome follows a desired behavior
Positive Reinforcement
Reinforcement occurs at fixed time periods
Fixed Interval Schedule
The notion that people do not have the ability or resources to process all available information and alternatives when making a decision.
Bounded rationality
Four specific consequences used by organizations to modify employee behavior
Contingencies of Reinforcement
Assumptions made about others based on their social group membership
Sterotypes
Occurs when employees retain and demonstrate the knowledge, skills, and behaviors required for their job after training ends.
Transfer of Training
An unwanted outcome is removed following a desired behavior
Negative Reinforcement
A step-by-step approach to making decisions that is designed to maximize outcomes by examining all available alternatives.
Rational decision-making model
The exchange of knowledge between employees.
Knowledge Transfer
The removal of a positive outcome following an unwanted behavior
Extinction
Knowledge that employees can only learn through experience
Tacit Knowledge
Used by decision makers to attribute cause; whether this individual has behaved this way before under similar circumstances
Consistency
A formalized method of training in which employees observe and learn from employees with significant amounts of tacit knowledge.
Behavior Modeling Training
A theory that people identify themselves based on the various groups to which they belong and judge others based on the groups they associate with
Social Identity Theory
