Organizational Behavior – Ch 8 – Learning and Decision Making

easy to communicate and teach. Readily available. Learned through books.

Conscious and accessible information. General information.

More difficult to communicate. Gained with experience.

Highly personal in nature. Sometimes holders don't even recognize they possess it. Typically job or situation-specific.

Goal set > Goal met > Results

1. Positive reinforcement 2.

Extinction 3. Punishment 4. Negative reinforcement

Consequence added: Positive reinforcement Consequence removed: Extinction

Consequence added: Punishment Consequence removed: Negative reinforcement

1. Continuous 2. Fixed interval 3. Variable Interval 4.

Fixed Ratio 5. Variable Ratio

Reward given: Every desired behavior. Potential level of performance: High, but hard to maintain Example: Praise

Reward given: Fixed time periods Potential level of performance: Average Example: Paycheck

Reward given: Variable time periods Potential level of performance: Moderately high Example: Supervisor walk-by

Reward given: Fixed number of desired behaviors Potential level of performance: High Example: Piece-rate pay

Reward given: Variable number of desired behaviors Potential level of performance: Very high Example: Commission pay

Social learning theory: They learn from observing others.

1. Attentional processes: Focuses attention on the critical behaviors exhibited by model. 2.

Retention processes: Remembers the behaviors of the model. 3. Production processes: Appropriate skill set and be able to reproduce the behavior. 4.

Reinforcement: View the model for reinforcement

1. Learning orientation--building competence is more important than demonstrating it. 2. Performance-prove orientation - demonstrates competance 3. Performance-avoid orientation - Demonstrate knowledge so others won't think poorly of them.

Routine; automatic.

Intuition "gut feeling"

Never had to make decision before

1. Identify the problem. 2. Develop an exhaustive list of alternatives to consider as solutions.

3. Evaluate all the alternatives simultaneously. 4. Use accurate information to evaluate alternatives. 5. Pick the alternatives that maximizes value.

1. Selective perception 2. Projection bias 3. Stereotyping (social identity theory) 4.

Heuristics 5. Availability bias 6. Fundamental attribution error 7. Self-serving bias

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

Think that others think, feel, and act they same as they do.

People identify themselves by the groups to which they belong and perceive and judge others by their group memberships.

Assumption made about others ont he basis of their membership in a social group.

Simple, effective, rules of thumb that allow us to make decisions more easily. Ex. politicians

The tendency for people to base their judgement on information that is easier to recall.

1.

Bounded rationality 2. Satisificing 3. Escalation of commitment

The notion that decision makers simply do not have the ability or resources to process all available information and alternatives to make an optimal decision.

Decision makers select the first acceptable alternative considered.

Failure to stop even when we should. Too committed.

1. Limited information 2. Faulty perceptions 3. Escalation of commitment

1. Projection bias 2 Stereotyping 3.

Availability and representativeness heuristics 4. Leniency/Severity/Central Tendency 5. Anchoring (halo effect) 6. Framing 7.

Contrast 8. Recency vs. First Impression

Assume others think and value the same as me.

Assume people are better than they are--related--trust prosperity

Assume people are worse than they are

Average all --- Below average, average, Above average

(halo effect) Focus on one thing, characteristic, negative--horn effect

How something is presented/phrased-- ex. names of law

Evaluate based on how they compare to someone else

1.

limited information 2. faulty perceptions 3. faulty attributions 4. escalation of commitment

Moderately positive

Weak positive

When people witness a behavior or outcome, they make a judgement about whether it was internally or externally caused.

1.

Consensus = Low Internal, High External 2. Distinctiveness = Low Internal, High External 3. Consistency = High Internal, Low External

Did others act the same way under similar situations?

Does this person tend to act differently in other circumstances?

Does this person always do this when performing this task?

Individual factors such as ability, motivation, or attitudes are to blame.

Environmental facts are to blame

1. Fundamental attribution error - judge others' behaviors as due to internal factors 2. Self-serving bias - When we attribute our own failures to external factors