Chapter 8 Learning and decision making

Question 1

Learning

Answer 1

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

Question 2

Learning has a significant impact on

Answer 2

decision making.

Question 3

The more knowledge and experience an employee has, the more sound _____

Answer 3

Decision making

Question 4

Expertise

Answer 4

the knowledge and skills that distinguish experts from novices and less experienced people

Question 5

What are the two types of knowledge

Answer 5

Explicit knowledge and tacit knowledge

Question 6

explicit knowledge

Answer 6

the kind of information you’re likely you to think about when you picture someone sitting down at a desk to learn. It is easy to communicate and is a large part of what companies teach during training sessions.

Question 7

tacit knowledge

Answer 7

what employees can typically learn only through experience. It is not easily communicated but could very well be the most important aspect of what we learn in organizations.

Question 8

Reinforcement was also known as

Answer 8

operant conditioning

Question 9

What are the operant conditioning components

Answer 9

Antecedent, behavior and consequence.

Question 10

Antecedent is

Answer 10

the condition that precedes behavior- manage sets specific and difficult goals

Question 11

Behavior

Answer 11

Action performed by employee - employee meets assigned goals

Question 12

Consequence

Answer 12

Results that occurs after behavior- employee receives a bonus

Question 13

Consequences motivate

Answer 13

behavior

Question 14

Types of consequences used by organizations to modify employee behavior (contingencies of reinforcement)

Answer 14

Positive reinforcement, negative reinforcement, punishment, and extinction

Question 15

The most common types of reinforcement

Answer 15

positive and extinction

Question 16

What is included in the schedule of reinforcement

Answer 16

Continuous, fixed interval, variable interval, fixed ration, variable ratio

Question 17

Which schedule of reinforcement has the highest potential level of performance

Answer 17

variable ration; example commission pay

Question 18

Which schedule of reinforcement has the lowest potential level of performance

Answer 18

Fixed intervals - example paychecks

Question 19

Which schedule of reinforcement has the high potential level of performance but is difficult to maintain

Answer 19

continuous - example: praise

Question 20

Social learning theory

Answer 20

this theory argues that people in orgs have the ability to learn through the observation of others.

Question 21

The method of learning is arguably the primary way that employees gain knowledge in organizations

Answer 21

social learning

Question 22

behavioral modeling

Answer 22

when employees observe the actions of others, learn from what they observe and then report the observed behavior

Question 23

These processes are needed for behavioral processing to occur

Answer 23

attentional, retention, production, and reinforcement.

Question 24

Attentional Processes

Answer 24

learners focuses attention on the critical behaviors exhibited by the model.

Question 25

retention processes

Answer 25

Learners must remember the behaviors of the model once the model is no longer present

Question 26

production processes

Answer 26

Learners must have the appropriate skill set and be able to reproduce the behavior

Question 27

reinforcement

Answer 27

learner must view the model receiving reinforcement for the behavior and then receive it themself.

Question 28

learning orientation

Answer 28

building competence is deemed more important than demonstrating competenece

Question 29

learning orientated people_____

Answer 29

enjoy working on new kinds of tasks, even if they fail during their early experiences

Question 30

demonstration of competence is motivated by

Answer 30

performance-proved orientation and performance-avoid orientation

Question 31

performance-prove orientation

Answer 31

focuses on demonstrating their competence so that others think favorably of them

Question 32

performance-avoid orientation

Answer 32

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

Question 33

performance oriented people tend to

Answer 33

work mainly on tasks at which they're good at, preventing them from failing in front of others. Such individuals view failure in negative terms-as an indictment of their ability and competence

Question 34

Programmed decisions

Answer 34

decisions that become somewhat automatic because people's knowledge allow them to recognize and identify a situation and the course of action that needs to be taken.

Question 35

Intuition

Answer 35

can be described as emotionally charged judgments that arise through quick, non conscious and holistic associations

Question 36

Tacit knowledge makes it difficult for experts to

Answer 36

describe why they know that a problem exists, why a solution works, or how they accomplished a task.

Question 37

non-programmed decisions

Answer 37

When a situation arises that is new, complex and not recognized

Question 38

rational decisions-making model

Answer 38

offers a step by step approach to making decisions that maximize outcomes by examining all available alternatives.

Question 39

Steps to rational decision making

Answer 39

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. evaluate the alternatives against the criteria from step 1. 4. Select an alternative that results in the best outcome.

Question 40

selective perception

Answer 40

the tendency to see their environment only as it affect them and as it is consistent with their expectations.

Question 41

projection bias

Answer 41

a false assumption people tend t make when It comes to other people is the belief that others think, feel, and act that same way they do.

Question 42

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

Answer 42

Projection bias

Question 43

Social identity theory

Answer 43

people identify themselves by the groups to which they belong and perceive the judge other by their group memberships

Question 44

heuristics

Answer 44

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

Question 45

____can bias us towards inaccurate decisions at time

Answer 45

Heuristics

Question 46

Availability bias

Answer 46

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

Question 47

Name the decision-making biases

Answer 47

anchoring, framing, representativeness, contrast, recency, ratio bias effect

Question 48

foundational attribution error

Answer 48

people have a tendency to judge others' behavior as due to internal factors.

Question 49

self-serving bias

Answer 49

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

Question 50

Consensus

Answer 50

Did others act the same way under similar situations

Question 51

distinctiveness

Answer 51

does this person tend to act differently in other circumstances

Question 52

consistency

Answer 52

does this person always do this when performing this task.

Question 53

internal attribution

Answer 53

is individual factors such as ability, motivation or attitudes are to blame

Question 54

external attribution

Answer 54

environmental factors are to blame

Question 55

Internal attribution affects the behavior observed for consensus, distinctiveness, and consistency is

Answer 55

low for consensus and distinctiveness, and high for consistency.

Question 56

external attribution affect the behavior observed for consensus, distinctiveness and consistency

Answer 56

high for consensus and distinctiveness and low for consistency.

Question 57

escalation of commitment

Answer 57

the decision to continue to follow a failure course of action

Question 58

Learning has a _____ effect on performance

Answer 58

moderate positive.

Question 59

Learning has a ______ on commitment.

Answer 59

weak postiive

Question 60

Employees who gain more know and skills tend to have slightly higher levels of affective commitment.

Answer 60

Learning effects on organizational commitment.

Question 61

Employees who gain more knowledge and skill tend to have higher levels of task performance

Answer 61

Learning effects on job performance

Question 62

What is the process for operant conditioning

Answer 62

antecedent ---> behavior ----> consequence

Question 63

Positive outcome follows a desired behavior

Answer 63

positie reinforcement

Question 64

an unwanted outcome is removed following a desired behavior

Answer 64

negative reinforcement

Question 65

an unwanted outcome follows an unwanted behavior

Answer 65

punishment

Question 66

the removal of a consequence follows an unwanted behavior

Answer 66

extinction

Question 67

wanted outcomes + consequence is added=

Answer 67

consequence is added

Question 68

wanted outcomes + consequence is removed =

Answer 68

extinction

Question 69

unwanted outcome + consequence is added =

Answer 69

punishment

Question 70

unwanted outcome + consequence is removed=

Answer 70

negative reinforcement

Question 71

What decision-making problem does not have the ability or resources to process all available information and alternatives.

Answer 71

Bounded rationality

Question 72

What decision-making problem chooses the first acceptable alternative.

Answer 72

Satisficing

Question 73

What are the decision-making biases

Answer 73

anchoring, framing, representativeness, contrast, recency, ration bias effects.