How does learning affect job performance and organizational commitment?
Learning is moderately correlated with task performance.
Learning has a weak positive effect on commitment.
Learning has a ________ effect on commitment.
moderate negative effect on performance and a moderate positive
moderate positive effect on performance and a weak positive
strong positive effect on performance and a strong positive
weak negative effect on performance and a strong positive
weak positive effect on performance and a weak negative
Juliet has just completed a twelve-week training course and now is back at work. Her boss should expect that she will be
considerably better at her job and much more committed to staying with the firm than she was twelve weeks earlier.
somewhat better at her job and slightly more emotionally attached to the company than she was before she began her training course.
so convinced, as a result of her training, that she knows more than she actually does that she will lose her emotional attachment to the company.
slightly better as a worker but, due to gratitude for the opportunity to further her education, considerably more committed to her employer than she was before.
largely unchanged, aside from a bit more knowledge with regard to her job, as compared with virtually no increase or decrease in her emotional attachment to the firm.
What are the methods by which employees learn in organizations?
The entire process of reinforcement is a continuous cycle, and the repetition of behaviors is strengthened to the degree that reinforcement continues to occur.
For positive reinforcement to be successful, employees needs to see a direct link between their behavior and the desired outcome.
Company meetings tend to run long because Dmitri invariably raises irrelevant points that get everyone off track discussing something that has nothing to do with the business at hand. He seems to enjoy this, but Sandra, his manager, finds it extremely annoying. Without Dmitri knowing it, she has instructed the others to remain silent the next time he tries to get everyone talking about something unrelated to the discussion. In an effort to change Dmitri's behavior, Sandra is using the contingency of reinforcement known as extinction.
Research has consistently shown that fixed reinforcement schedules lead to higher levels of performance than variable schedules.
Those with a performance-prove orientation focus on demonstrating their competence so that others will not think poorly of them.
________ is the idea that we learn by observing the link between our voluntary behavior and the consequences that follow it.
Learning orientation
Selective perception
Operant conditioning
Social identity theory
Contingencies of reinforcement
Organizations use four specific consequences to modify employee behavior. These are known as
climates for transfer.
communities of practice.
schedules of reinforcement.
behavior modeling training.
contingencies of reinforcement.
________ is when an unwanted outcome is removed following a desired behavior.
Performance-prove orientation
Performance-avoid orientation
Behavior modeling training
Positive reinforcement
Negative reinforcement
________ is when an unwanted outcome follows an unwanted behavior.
Extinction
Punishment
A crisis situation
Operant conditioning
Negative reinforcement
The training instructor at the state police barracks told all the trainees that they had to keep their lockers secured at all times. Brandi forgot and failed to put her lock on, so when the instructor discovered this, he made her mop the bathroom and the hallway of the barracks. This is an example of
training.
extinction.
punishment.
operant conditioning.
negative reinforcement.
The two contingencies of reinforcement that are designed to decrease undesired behaviors are
punishment and extinction.
negative reinforcement and extinction.
punishment and positive reinforcement.
punishment and performance-avoid orientation.
negative reinforcement and performance-avoid orientation.
________ is the removal of positive consequences following an unwanted behavior.
Extinction
Punishment
Positive reinforcement
Negative reinforcement
Performance-avoid orientation
Soon after becoming the new manager of operations at the Cooper Motors, a local car dealership, Finn discovers that employees are coming in late to work, taking long breaks, and behaving unprofessionally while on the job. After considering the situation, he introduces a new set of guidelines, along with contingencies of reinforcement. Those who show up on time, do not exceed their allotted break schedules, and show themselves behaving professionally at all times while on duty during the next month will enjoy a steak dinner, courtesy of management. Those who fail to meet the requirements, on the other hand, will be invited to stay late for three nights in a row and attend an unpaid training session. The contingencies Finn is planning to implement-the steak dinner on the one hand and the unpaid training sessions on the other-are, respectively,
punishment and extinction.
negative reinforcement and extinction.
positive reinforcement and punishment.
punishment and negative reinforcement.
positive reinforcement and negative reinforcement.
Thanks to donations from merchants in the community, an after-school club for disadvantaged children has introduced a new promotion: those who maintain a B average for the school year will each receive $100 in gift certificates from local businesses, such as an ice-cream parlor and a clothing store. This is an example of
learning orientation.
behavioral modeling.
positive reinforcement.
continuous reinforcement.
performance-prove orientation.
In general, ________ should be the most common forms of reinforcement used by managers to create learning among their employees.
punishment and extinction
punishment and heuristics
positive reinforcement and extinction
punishment and negative reinforcement
positive reinforcement and negative reinforcement
The simplest schedule of reinforcement is
a fixed ratio schedule.
a fixed interval schedule.
a variable ratio schedule.
continuous reinforcement.
a variable interval schedule.
In ________ a specific consequence follows each and every occurrence of a desired behavior.
a fixed ratio schedule
a fixed interval schedule
a variable ratio schedule
continuous reinforcement
a variable interval schedule
Workers are rewarded after a certain amount of time, and the length of time between reinforcement periods stays the same, with
a fixed ratio schedule.
a fixed interval schedule.
a variable ratio schedule.
continuous reinforcement.
a variable interval schedule.
As Taryn likes to say, she may not love her job, but she loves getting paid every two weeks. Her paycheck is an example of
a fixed ratio schedule.
a fixed interval schedule.
a variable ratio schedule.
continuous reinforcement.
a variable interval schedule.
When behaviors are reinforced at random points in time, ________ is being used.
a fixed ratio schedule
a fixed interval schedule
a variable ratio schedule
continuous reinforcement
a variable interval schedule
At Sound & Light, a store that sells computers, stereos, and accessories, the sales team has monthly evaluations, and the top five performers receive bonuses. This is an example of
a fixed ratio schedule.
a fixed interval schedule.
a variable ratio schedule.
continuous reinforcement.
a variable interval schedule.
Employees at Pak-N-Sav, a discount grocery chain, know that they have to stay on their toes at all times. Mr. and Mrs. Kessler, the company founders, have been known to put on disguises and make unannounced visits to stores to make sure the staff is treating customers politely. This is an example of
a fixed ratio schedule.
a variable ratio schedule.
a fixed interval schedule.
continuous reinforcement.
a variable interval schedule.
The ________ schedule reinforces behaviors after a certain number of them have been exhibited.
fixed ratio
fixed interval
variable ratio
continuous reinforcement
variable interval
Jerry and his brother Joe both work in manufacturing plants, but Jerry gets a regular paycheck, whereas Joe is paid according to the number of items he produces. The difference between the way that Jerry gets paid and the way Joe gets paid is the difference between ________ schedules.
fixed interval and fixed ratio
fixed interval and variable ratio
variable interval and fixed ratio
variable interval and continuous
variable interval and variable ratio
A slot machine is an example of
a fixed ratio schedule.
a fixed interval schedule.
a variable ratio schedule.
continuous reinforcement.
a variable interval schedule.
Denise is a freelance writer who works with a number of clients. She used to charge by the hour, but she has now switched to charging by the page. In other words, she has moved from a ________ schedule.
fixed interval to a fixed ratio
fixed interval to a variable ratio
variable interval to a fixed ratio
variable interval to a continuous
variable interval to a variable ratio
One of Val's biggest challenges as the leader of a sales team is getting team members to fill out and file their paperwork properly at the end of the day. He has tried in a number of ways to get them to comply, but nothing seems to work. He does know that no one likes to lead the daily sales meeting, which is a task that revolves among the team members on a regular basis, and that gives him an idea. The best way to achieve the result he desires is to announce that employees who
are last to file their paperwork each day will be required to lead the sales meeting the following day, and if their paperwork is filled out incorrectly, they will have to lead the meeting the day after that, as well.
comply with guidelines for filing their paperwork every day for a month will be exempted from leading the sales meeting at some point in the near future.
file their paperwork correctly and on time five days in a row will be exempted from leading the sales meeting the next time their turn comes around.
turn in their paperwork as directed every day for a two-week period will be exempted from leading the sales meeting for the next two months.
fail to file their paperwork correctly and on time five days in a row will be required to lead the sales meeting two times in a row.
When employees observe the actions of others, learn from what they observe, and then repeat what they have observed, they are engaging in
learning orientation.
behavioral modeling.
positive reinforcement.
communities of practice.
performance-prove orientation.
The first step in the behavioral modeling process involves ________ processes.
heuristic
retention
production
attentional
reinforcement
People with a performance-avoid orientation focus on demonstrating their competence so that
others will think favorably of them.
others will not think poorly of them.
they will think favorably of themselves.
they will not think poorly of themselves.
they will not cause others to think poorly of themselves.
________ is the last step of behavioral modeling.
Review
Reinforcement
Retention
Production
Attentional process
Building competence is deemed more important than demonstrating competence when a person has a(n)
projection bias.
availability bias.
self-serving bias.
learning orientation.
performance-prove orientation.
People with a ________ orientation focus on demonstrating their capabilities so that others will think favorably of them.
performance-avoid
performance-prove
programmed decision
rational decision-making
nonprogrammed decision
People in organizations have the ability to learn through the observation of others, according to
bounded rationality.
selective perception.
social learning theory.
behavior modeling training.
the rational decision-making model.
What decision-making problems can prevent employees from translating their learning into accurate decisions?
Projection bias causes problems in decision making because it limits our ability to develop appropriate criteria for a decision and evaluate decisions carefully.
Elaine is now a division manager, but for more than a decade she was the sales manager, and she tends to view all organizational problems based on the effect they will have on the sales department. Her decisions are flawed due to projection bias.
The self-serving bias occurs when we attribute our own failures to external factors and our own successes to internal factors.
Escalation of commitment refers to the decision to continue to follow a failing course of action.
The concept of bounded rationality suggests that we are likely to
choose the first acceptable alternative.
evaluate all alternatives simultaneously.
pick the alternative that minimizes value.
use accurate information to evaluate alternatives.
develop an exhaustive list of alternatives to consider as solutions.
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 is known as
intuition.
satisficing.
bounded rationality.
social identity theory.
the rational decision-making model.
When decision makers select the first acceptable alternative considered, the result is
extinction.
satisficing.
stereotyping.
optimization.
neutralization.
Bounded rationality involves
picking the alternative that maximizes value.
evaluating all the alternatives simultaneously.
using accurate information to evaluate alternatives.
boiling the problem down to something that is easily understood.
developing an exhaustive list of alternatives to consider as solutions.
________ is the process of selecting, organizing, storing, and retrieving information about the environment.
Intuition
Learning
Satisficing
Perception
Stereotyping
________ defines the tendency of people to see their environment only as it affects them and as it is consistent with their expectations.
Social identity theory
Selective perception
Self-serving bias
Projection bias
Consensus
The belief that others think, feel, and act the same way as you do is called ________ bias.
fundamental attribution
social identity
availability
self-serving
projection
The dean of the college of arts and sciences held a mixer last night, but was dismayed to see that rather than mixing, the students tended to split off into groups by major: arts and humanities students there, students majoring in the natural sciences there, and social-science majors over there. This is an example of ________ in action.
fundamental attribution error
communities of practice
social identity theory
climate for transfer
self-serving bias
When assumptions are made about others on the basis of their membership in a social group, this is
a fundamental attribution error.
social identity theory.
projection bias.
a stereotype.
satisficing.
________ are simple, efficient rules of thumb that allow us to more easily make decisions.
Nonprogrammed decisions
Communities of practice
Selective perception
Stereotypes
Heuristics
________ is the tendency for people to base their judgments on information that is easier to recall.
Fundamental attribution error
Social identity theory
Availability bias
Stereotyping
Satisficing
________ is the tendency to rely too heavily on one trait or piece of information when making decisions.
Framing
Recency
Contrast
Anchoring
Representativeness
The senator was having trouble getting support for his pet piece of legislation, called The Omnibus Tax Increase Act. After soliciting input from his staff, he renamed it An Act to Protect the American Way of Life. Suddenly, public opinion was on his side, and he soon had the votes he needed. The reason lies in a decision-making bias known as
recency.
contrast.
framing.
anchoring.
representativeness.
Kate's firm does marketing research studies for film production companies, and this week they showed carefully selected test audiences a soon-to-be released blockbuster called Love, Explosions, and Laughter. Afterward they presented participants with a series of questions, including one that asked them to rate their favorite movie of all time. Production company executives were thrilled to see that viewers rated Love, Explosions, and Laughter higher than such classics as Citizen Kane and The Wizard of Oz, but most likely the reason for this was a decision-making bias known as
representativeness.
anchoring.
framing.
recency.
contrast.
Although Hal did not win the drawing for the statewide lottery, which sells thousands of tickets, he is much more confident of winning the drawing for the nationwide lottery, which sells millions of tickets. The reason is that whereas he bought just one ticket for the statewide game, he bought ten tickets for the nationwide one. Hal's reasoning is an example of
representativeness.
a self-serving bias.
the ratio bias effect.
the gambler's fallacy.
fundamental attribution error.
Whenever there is an errand to run around lunchtime, Abdul always volunteers. His boss thinks this is because Abdul is a highly motivated, ambitious worker, but in fact something quite different is happening: Abdul has a crush on a young woman from the same office complex who always eats her lunch in the courtyard, so those lunchtime errands give him a chance to see her and, if he is lucky, talk to her. The boss is subject to the
anchoring error.
ratio bias effect.
self-serving bias.
gambler's fallacy.
fundamental attribution error.
When a worker comes late to the work site, others are likely to make an external attribution under conditions of
high consensus, low distinctiveness, and high consistency.
high consensus, high distinctiveness, and low consistency.
low consensus, high distinctiveness, and high consistency.
low consensus, low distinctiveness, and high consistency.
low consensus, low distinctiveness, and low consistency.
Pamela's sales have been slipping for the last four quarters, but this has not adversely affected her performance ratings. As her boss, Paul, observes, Things are tough all over, and especially in that northeastern territory where she's working. I do not think anybody else could have done any better, given the same situation. This indicates ________ attribution.
high distinctiveness resulting in an internal
high consensus resulting in an external
low consensus resulting in an external
high consensus resulting in an internal
low consensus resulting in an internal
Blaine's coworker, Tamika, has accused him of sexual harassment, but Blaine denies it. Though there is little evidence to support either person's claims, their supervisor, Yessi, is inclined to believe Tamika. She knows that Blaine had a DUI just a few years back, and he was once reprimanded for mismanaging company funds. Yessi's judgment is one of ________ attribution.
high distinctiveness resulting in an internal
low distinctiveness resulting in an external
low distinctiveness resulting in an internal
low consensus resulting in an external
low consensus resulting in an internal
Jamarcus, a manager at the corporate headquarters of Shurway Shipping & Packing Supply, has just received a complaint about Wanda, a receptionist, having been rude a customer who called the office. After apologizing to the caller, Jamarcus asks Wanda to report to his office. Confronted with the situation, she says that she has been having a bad day and the caller was extremely rude to her. She apologizes and says she will not do it again. Jamarcus, knowing that Wanda has never had any negative interactions with clients in her ten years with the company, is inclined to believe that this particular caller was indeed rude, and he therefore takes no further action. This is an example of ________ attribution by Jamarcus.
high distinctiveness resulting in an internal
high consistency resulting in an internal
low consistency resulting in an external
low consistency resulting in an internal
low consensus resulting in an internal
________ describes the situation when someone decides to continue to follow a failing course of action.
The ratio bias effect
The self-serving bias
The gambler's fallacy
An escalation of commitment
The fundamental attribution error
The president of a country has dedicated the bulk of the country's military power to an invasion of a neighboring country. For a time, the war seems to be going his way. Then the enemy begins to take the offensive, conducting massive encircling movements, taking tens of thousands of prisoners, and forcing whole divisions into retreat. Still the president presses on, ordering more troops to the front, in spite of protests from his generals. This is known as
transfer of training.
communities of practice.
escalation of commitment.
a nonprogrammed decision.
a fundamental attribution error
________ is when we attribute our failures to external factors and our successes to internal factors.
The ratio bias effect
The self-serving bias
The gambler's fallacy
Escalation of commitment
The fundamental attribution error
What is learning, and how does it affect decision making?
Learning refers to the process of generating and choosing from a set of alternatives to solve a problem.
Decision making reflects relatively permanent changes in an employee's knowledge and skills that result from experience.
Relatively permanent changes in an employee's knowledge or skill that result from experience are reflected in that person's
learning.
intuition.
expertise.
heuristics.
consistency.
________ is the process of generating and choosing from a set of alternatives to solve a problem.
Decision making
Knowledge transfer
Selective perception
Escalation of commitment
Continuous reinforcement
As a team leader for C & C Engineering, Colin needs to choose the best possible candidate to head up a sensitive project. The client had worked with another engineering firm whose inexperience resulted in structural defects that need to be corrected, and now they have brought the project to Colin's firm. They want someone who can get up to speed on the project quickly and make sound decisions on the job. With little room for error, Colin's best choice for project manager would be
Wayne, who is known throughout the industry for his hard-nosed commitment to his ideas and his my way or the highway stance as a team leader.
Tori, who has proven to be a solid worker with the ability to work well with others, and who has shown up for work every day without fail for the past ten years.
Gayle, who graduated from one of the finest engineering programs in the country at the top of her class, and who has been a stellar performer with C & C ever since she joined the company two years ago.
Deborah, who has worked for the company for two decades and performed flawlessly, making herself known as someone who consistently delivers within her particular area of expertise.
Roland, who experienced a number of failures early in his career two decades ago, but went back to school and set out to learn his trade from the bottom up, taking on new and different projects along the way.
Wes's employer has established a course of learning for him. From the standpoint of organizational behavior, this is particularly important because learning will help him to
find other employment.
make more money at his job.
move up the corporate ladder.
become a better decision maker.
take greater authority in group situations.
What steps can organizations take to foster learning?
Communities of practice are groups of employees who work together and learn from one another by collaborating over an extended period of time.
Transfer of training occurs when the knowledge, skills, and behaviors used on the job are maintained by the learner once training ends and generalized to the workplace once the learner returns to the job.
Groups of employees, or ________, work together and learn from one another by collaborating over an extended period of time.
organic models of community
organic models of attribution
communities of shared aims
organic models of practice
communities of practice
Renee has just told her subordinates that the company is about to invest in them by making a systematic effort to facilitate the acquisition of job-related knowledge and behavior. She is referring to
satisficing.
heuristics.
expertise.
learning.
training.
________ happens when the knowledge, skills, and behaviors used on the job are maintained by the learner once training ends and generalized to the workplace once the learner returns to the job.
Heuristics
Transfer of training
Climate of transfer
Communities of practice
Escalation of commitment
Transfer of training can be fostered if organizations create an environment that can support the use of new skills-that is,
knowledge transfer.
bounded rationality.
a climate for transfer.
communities of practice.
behavior modeling training.
Nicole is spending this week working alongside Ed, a senior manager at the company. She has been instructed to follow his every move, and she soon discovers that Ed not only has years of experience but also a great deal of knowledge-so much so that, as she comes to realize over the course of the week, he does not even know how much he knows. This situation is best described as an example of
learning.
expertise.
tacit knowledge.
behavior modeling training.
performance-prove orientation.
Applied Dynamic Systems, a large international technology provider, has just transferred Darrell to China. His supervisor has informed him that he will be involved in a knowledge transfer, which most likely means that
he will be working with a Chinese counterpart interested in learning about American culture.
Darrell will be receiving a debriefing regarding what he knows about China and the company in general.
someone with experience living in China will help him learn how to operate and live in his new environment.
Applied Dynamic Systems is engaged in a transfer of technology and other information to a Chinese corporation.
Chinese company officials will provide Darrell with an education regarding their country, culture, history, and customs.
What two methods can employees use to make decisions?
Because of their tacit knowledge, experts sometimes cannot put into words why they know that a problem exists, why a solution will work, or how they accomplished a task.
The rational decision-making model offers a step-by-step approach to making decisions that maximizes outcomes by examining all available alternatives.
Under enormous pressure to make a decision, Emily ends up selecting the first acceptable solution without considering any more possibilities. Emily has engaged in satisficing behavior.
Decisions that become somewhat automatic because people's knowledge allows them to recognize and identify a situation and the course of action that needs to be taken are known as ________ decisions.
rational
intuitive
nonintuitive
programmed
nonprogrammed
Beverly is the night manager at a motel near an interstate highway. In the wee hours of the morning, a tour bus breaks down and she is inundated with more than fifty unexpected guests. Rather than go into panic mode, however, she marshals the help of one other person on duty and speeds the tour group through check-in, placing them all in rooms in less than an hour's time. Though it took some effort, the whole process went relatively smoothly for Beverly because she has check in countless guests over the years. Handling the unexpected influx of guests involved a series of ________ decisions for her.
rational
intuitive
nonintuitive
programmed
nonprogrammed
________ judgments are emotionally charged, arising through quick, nonconscious, and holistic associations.
Ideation
Intuition
Heuristics
Consensus
Stereotyping
New, complex, and unrecognized situations call for ________ decisions.
rational
intuitive
nonintuitive
programmed
nonprogrammed
The first step in rational decision-making is to
generate the list of available alternatives.
choose the solution that maximizes value.
evaluate the alternatives that are available.
choose a person who could evaluate the decision.
identify the criteria that are important in making the decision.
The leadership at Morgan Industrial Chemicals has been confronted with a crisis: someone incorrectly filed a purchase order from a key client, thus resulting in a shipment of the wrong materials. Not knowing this, the client proceeded to make use of the chemicals-with disastrous results. This has never happened to the company before, and although they have procedures for addressing various contingencies, the situation at hand requires quick thinking. The task of addressing the problem has fallen to Beth, who is an experienced manager, and she readily comes up with a solution. However, at first glance her idea sounds counterintuitive, and she needs the immediate support of her entire team to get behind her idea quickly. Therefore she should
let the team members know that as a manager with considerable experience, she knows what needs to be done, and therefore requires absolute allegiance.
explain the situation, present her solution and reasoning, point out what the team should be on the lookout for, and invite feedback from team members.
begin by acknowledging that her solution is one possible idea out of many, then present her proposal and ask for feedback from the team.
inform the team that the problem needs to be investigated, then form a study group and invite them to present their findings.
first see to it that the person responsible for the mistake is identified and dealt with, then take action on the problem.
As a project manager with a great deal of training in decision making, Alex is to be taken seriously when he tells his subordinates, We're in a crisis situation. He is referring to a(n)
emergency that will likely make or break the company, thus creating a point of no return.
point of sudden change that may well cause serious damage and thus requires deliberate thinking.
result of evolving conditions that has the potential to erupt into complete disaster if left unchecked.
change, either sudden or evolving, resulting in an urgent problem that has be addressed immediately.
circumstance that requires educated minds to address, because intuition alone will not prove adequate.
Tracy and Tonya's business has enjoyed enormous growth, and they are not sure how to handle the growing list of back orders, so they sit down together to figure out what they should do. First they list the important criteria involved, then they write down all possible solutions. Having done so, they evaluate these alternatives against the criteria they have established, and after a great deal of discussion, they choose an alternative that they believe will yield the best results. Lastly, having made a decision, they set out to implement it. This is an example of
knowledge transfer.
bounded rationality.
communities of practice.
performance-prove orientation.
the rational decision-making model.
What types of knowledge can employees gain as they learn and build expertise?
Tacit knowledge
is based on experience.
exists as general information.
can be learned through books.
involves conscious and accessible information.
is easily transferred through written communication.
Tacit knowledge is
readily available.
easily communicated.
highly personal in nature.
easy to acquire from books.
always conscious and accessible.
Research shows that the difference between experts and novices is almost always a function of intelligence as opposed to the more popular view that learning makes the difference.
Tacit knowledge is the kind of information that can be easily communicated during training sessions or using written manuals.
The knowledge and skills that distinguish specialists from novices is referred to as
learning.
training.
intuition.
expertise.
distinctiveness.
True learning only occurs when
negative behaviors are unlearned over time.
novices distinguish themselves from experts.
employees are assigned larger responsibilities.
changes in behavior become relatively permanent.
employees avoid mimicking the behaviors of experts.
________ knowledge is information that is relatively easily communicated and a large part of what companies teach during training sessions.
Tacit
Implied
Inferred
Inherent
Explicit
In her job as a research analyst for a stock brokerage, Caroline spends a lot of time at her computer. Today her boss told her, Find out everything you can about the textile industry in the Philippines, and she immediately sat down and typed a few words into a search engine. Soon she had a dossier on the subject, gleaned from her research on the Internet. The information Caroline acquired in this way is an example of ________ knowledge.
tacit
explicit
intuitive
heuristic
distinctive
As a soldier in the U.S. Army, Lexi underwent an extensive course of training as a combat field medic. During that time, she learned from manuals and performed exercises involving dummies and other simulation aids. A few months later, she found herself in a combat situation overseas, treating real soldiers with actual wounds. She would later tell her family that what she learned in a day on the battlefield was worth many weeks of training in school. In terms of organizational behavior, this example illustrates the difference between ________ knowledge.
explicit and tacit
general and specific
ordinary and esoteric
theoretical and practical
transitory and permanent
________ knowledge is typically learned by employees only through experience.
Tacit
Explicit
Heuristic
Intuitive
Nonprogrammed
Although it is not easily communicated, ________ knowledge could very well be the most important aspect of what we learn in organizations.
nonprogrammed
intuitive
heuristic
explicit
tacit
Eric has never had any formal training in computer science, yet everyone at the office recognizes him as a genius with hardware and software. On numerous occasions, he has repaired a piece of equipment that seemed unsalvageable or helped someone recover a document they thought was lost forever. When asked how he always seems to know just the right solution, he just shrugs and says with a laugh that if anybody spent as much time messing around with computers as he has, then they would be able to do the same thing. This is an example of
tacit knowledge.
transfer of training.
knowledge transfer.
learning orientation.
rational decision-making.
Research shows that the differences between experts and novices are almost always a function of
learning.
intuition.
expertise.
intelligence.
distinctiveness.
Explicit knowledge is
based on experience.
highly personal in nature.
specific to certain jobs and situations.
easily conveyed through written or verbal communication.
not something that can be explained by the people who possess it.
Brad is widely acknowledged as one of the best sales trainers in the real estate business. He has often been described as having an intuitive grasp not only of real estate sales techniques, but also of the methods for teaching them. One day after a seminar, a new trainee named Tiffany approaches him and asks him to teach her how to do what he does. Dropping the friendly persona that was typical of his on-stage presence, he simply said I can't, and walked out. Brad was
wrong, because he placed too great an emphasis on his own abilities and paid too little attention to the importance of being diplomatic.
right, because he had already spent a great deal of time teaching at the seminar, and whatever he needed to convey had already been conveyed.
wrong, because clearly Tiffany was eager to learn, and almost anything can be taught to someone else if that person is eager and willing enough to learn.
right, because it is not his job to train potential competition-especially someone of the opposite sex who might be attempting to gain an unfair advantage.
right, because what he does is based on experience and his personal qualities, and is probably not something he could teach someone else how to do, even if he wanted to.
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