ORGS

Explicit Knowledge

Information that is easy to communicate, can be written down or documented, such as textbook information.

Tacit Knowledge

Knowledge that employees learn through experience and is difficult to communicate, often referred to as 'know-how' or intuition.

Reinforcement

Learning by observing the link between voluntary behavior and its consequences.

Positive Reinforcement

Occurs when a positive outcome follows a desired behavior, such as granting a bonus for meeting performance goals.

Negative Reinforcement

Occurs when an unwanted outcome is removed following a desired behavior, like being excused from a meeting for meeting deadlines.

Punishment

Occurs when an unwanted outcome follows an undesired behavior, such as suspension for violating a policy.

Extinction

The removal of a consequence following an unwanted behavior, for example, ignoring inappropriate jokes.

Continuous Reinforcement

Rewarding a desired behavior every time it occurs, which can lead to high performance but is difficult to maintain.

Intermittent Reinforcement

Rewarding a desired behavior on a less frequent schedule, which is more effective for maintaining learned behavior.

Social Learning Theory

Proposes that people learn by observing the behaviors of others.

Learning Orientation

Focus on learning and improving skills, often leading to better performance.

Performance Orientation

Focus on demonstrating competence, which can lead to anxiety or positive judgments.

Rational Decision-Making

Assumes people make decisions by systematically evaluating all available alternatives to maximize value.

Bounded Rationality

Recognizes limitations in people's ability to process information and often leads to satisfice rather than maximize.

Heuristics

Simple, efficient rules of thumb used in decision-making.

Anchoring Bias

Relying too heavily on the first piece of information encountered.

Framing Bias

Being influenced by how information is presented, regardless of the underlying facts.

Availability Bias

Overestimating the likelihood of easily recalled or vivid events.

Representativeness Bias

Making judgments based on stereotypes or limited samples.

Legitimate Power

Power derived from a formal position of authority within an organization.

Reward Power

Power based on the ability to control resources or rewards.

Coercive Power

Power based on the ability to punish others.

Expert Power

Power derived from specialized knowledge or skills.

Referent Power

Power that comes from others' admiration, respect, or desire to be associated with a person.

Influence

The actual behaviors used to cause changes in others' attitudes or actions.

Persuasion

A specific type of influence involving communication techniques to change beliefs, attitudes, or behaviors.

Transactional Leadership

Focuses on exchanges between leaders and followers, using rewards and punishments to motivate.

Transformational Leadership

Inspires followers to go beyond their self-interest for the good of the organization.

Autocratic Style

A decision-making style where the leader makes decisions alone without input from others.

Consultative Style

A decision-making style where the leader seeks input from others but makes the final decision themselves.

Facilitative Style

A decision-making style where the leader facilitates a group process, not holding bias over the group's decision.

Delegative Style

A decision-making style that delegates authority to an individual or group.

Psychological Safety

A climate where employees feel safe to speak up and share ideas without fear.

Observable Artifacts

Visible elements that reflect organizational culture, such as symbols and rituals.

Espoused Values

The explicit beliefs, principles, and goals communicated by an organization.

Basic Underlying Assumptions

Deeply ingrained beliefs that guide behavior, often taken for granted.

Strong Culture

A culture where values are widely shared and intensely held, leading to commitment and performance.

Subcultures

Smaller cultures within an organization that may develop around specific departments or teams.

Attraction-Selection-Attrition (ASA) Framework

Organizations attract, select, and retain individuals who fit their culture.

Inclusive Organizational Culture

A culture that values diversity, equity, and belonging, ensuring all employees feel respected and valued.