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RIT OB CH 3 & 6
| Term | Definition |
|---|---|
| Behavior Modification/Reinforcement Theory | ABCs - Antecedents (before), Behavior (what person does), Consequences (after) |
| Social Learning Theory: Observation | learning by observing, and watching other's pos/neg outcomes |
| Behavioral Modeling | observing others behaviors |
| Learning behavior consequences | observing others consequences |
| Self-reinforcement | setting our own consequences (good or bad) |
| Direct Experience (Kolb's model) | Concrete experience -> Reflective observation -> Abstract conceptualization -> Active experimentation -> |
| Organizational learning | Knowledge acquisition, sharing and use |
| Explicit knowledge | easily communicated, training sessions, readily available, always concious |
| Tacit | learned through experience, "Know-how/what/who," personal, subconcious, EXPERTISE |
| Non-programmed decisions: Rationality (rational decision model) | 1) Define problem<br>2)Identify decision criteria/allocate weights<br>3)Develop alternatives<br>4)Choose best alternative<br>5)Implement alternative<br>6)Evaluate the outcome |
| Assumptions with Rationality | Know goal, know options, clear preferences and values, constant prefs, predict which is best |
| Emotions in decision making | letting emotions affect decision making |
| Intuitive Decision Making | know when problem or opportunity exists, select best course of action without conscious reasoning |
| Decision making problems - Satisficing | choose "good enough" solution |
| Decision making problems - Bounded Rationality | using limited and imperfect info to make decision |
| Simplified Decision Making Process (Bounded Rationality) | - Perception<br> - Attribution<br> - Judgement (heuristics) - Decision-Making |
| Perception | Way you see the world |
| Categorical Thinking | Process to categorize sensory impressions |
| Mental Models | Images in our mind representing outside world |
| Stereotyping | Assigning traits to people based on their social category |
| Influencing Perception: Observer | different personalities, interests, emotional markers |
| Influencing Perception: Target | relationship with bg characteristic of target (size, repetition, status, role) |
| Influencing Perception: Situation biases | context (time, place) |
| Attribution | cause of what you see |
| Attribution process | decide if event is caused by person or environment |
| Attribution errors: self-serving bias | contribute success <= internal factors<br> blame failure <= external factors |
| Attribution errors: fundamental attribution error | when you relate person's behavior to internal causes rather than situational causes |
| Attribution errors: self-fulfilling prophesy / Pygmalion Effect | perceptions of others influence expectations for their behavior |
| Workplace implications of attribution | manager incorrectly attributing employee's performance to internal characteristics (skills, aptitude or intelligence) |
| Judgement (heuristics) | what conclusion you draw |
| Heuristic | experience-based techniques for problem solving, learning, and discovery |
| Availability Heuristic | (retrievability, vividness, immediacy) - how easily recall similar things |
| Representativeness Heuristic | how similar something is to prototype or model, how it represents "typical" case |
| Anchoring & Adjustment heuristic | relative thinking from an anchor point |
| Decision-making | what you choose to do |
| Escalation of commitment | persisting in a failing course of action<br>Causes: "too much invested," "sunk-cost effect," "psychology of entrapment" |
| Employee Involvement in Decision Making | degree in which employees influence how their work is organized and carried out |
| Benefits and employee involvement outcomes | - employees know problem best<br> - more and better solutions working together<br> - strengthens employee commitment to decision |
| Contingencies of involvement | - Decision Structure<br> - source of decision knowledge<br> - decision commitment<br> - risk of conflict |
| Decision structure | no need for employee involvement with routine problems |
| Source of decision knowledge | when leader lacks sufficient knowledge, employees should be involved in decision |
| decision commitment | employee participation improves employee commitment to decision |
| risk of conflict | when employee goals conflict with org's goals or when employees may not reach agreement on a solution |
Created by:
thecrew
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