ORGANIZATIONAL BEHAVIOR
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Transcript of ORGANIZATIONAL BEHAVIOR
ORB Chapter 5 1
ORGANIZATIONAL BEHAVIOR
Chapter 5 Perception &
Individual Decision Making
ORB Chapter 5 2
Perception
• People’s behavior is based on their perception of what reality is, not on reality itself.
• The world as it is perceived is the world that is behaviorally important.
• People’s behavior is based on their perception of what reality is, not on reality itself.
• The world as it is perceived is the world that is behaviorally important.
Perception
A process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment.
ORB Chapter 5 3
Factors Influencing Perception
• The Perceiver
• The Object or Target
• The situation
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Factors thatInfluence
Perception
E X H I T 5–1E X H I T 5–1
B I
ORB Chapter 5 5
Person Perception: Making Judgments About Others
Attribution Theory
When individuals observe behavior, they attempt to determine whether it is internally or externally caused.
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Attribution Theory
• Attribution Theory has been proposed to develop explanations of the ways in which we judge people differently, depending upon what
meaning we attribute to a given situation.
• When we observe the behavior, we attempt to determine whether it was externally or internally caused.
– Internally caused behaviors believed to be under the personal control of an individual
– Externally caused behavior is seen as having been forced into the behavior by the situation.
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Attribution Theory
• Internal or external causation depends upon largely on three factors :
– Distinctiveness: whether an individual displays different behaviors in different situations.
– Consensus: If everyone who faces a similar situation responds in the same way, the behavior shows consensus.
– Consistency: Does the person responds in the same way over time.
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Attribution Theory
E X H I B I T 5–2E X H I B I T 5–2
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Errors and Biases in Attributions
Fundamental Attribution Error
The tendency to underestimate the influence of external factors and overestimate the influence of internal factors when making judgments about the behavior of others
In general, we tend to blame the person first, not the situation.
In general, we tend to blame the person first, not the situation.
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Errors and Biases in Attributions
Self-Serving Bias
The tendency for individuals to attribute their own successes to internal factors while putting the blame for failures on external factors
Thought: When students get an “A” on an exam, they often say they studied hard. But when they don’t do well, how does the self-serving bias come into play?
Thought: When students get an “A” on an exam, they often say they studied hard. But when they don’t do well, how does the self-serving bias come into play?
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Frequently Used Shortcuts in Judging Others
Selective Perception
People selectively interpret what they see on the basis of their interests, background, experience, and attitudes.
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Halo Effect
Drawing a general impression about an individual on the basis of a single characteristic
Contrast Effects
Evaluation of a person’s characteristics that are affected by comparisons with other people recently encountered who rank higher or lower on the same characteristics
Frequently Used Shortcuts in Judging Others
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Frequently Used Shortcuts in Judging Others
Projection
Attributing one’s own characteristics to other people
Stereotyping
Judging someone on the basis of one’s perception of the group to which that person belongs
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Specific Applications in Organizations
• Employment Interview– Perceptual biases of raters affect the accuracy of interviewers’
judgments of applicants
• Performance Expectations– Self-fulfilling prophecy (Pygmalion effect): The lower or higher
performance of employees reflects preconceived leader expectations about employee capabilities.
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Specific Applications in Organizations
• Ethnic Profiling– A form of stereotyping in which a group of individuals is
singled out—typically on the basis of race or ethnicity—for intensive inquiry, scrutinizing, or investigation
• Performance Evaluations– Appraisals are often the subjective (judgmental) perceptions
of appraisers of another employee’s job performance.
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The Link Between Perceptions and Individual Decision Making
Perception of the Decision
Maker
Perception of the Decision
Maker
Outcomes
ProblemA perceived discrepancy between the current state of affairs and a desired state
DecisionsChoices made from among alternatives developed from data perceived as relevant
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Assumptions of the Rational Decision-making Model
Model Assumptions
• Problem clarity
• Known options
• Clear preferences
• Constant preferences
• No time or cost constraints
• Maximum payoff
Model Assumptions
• Problem clarity
• Known options
• Clear preferences
• Constant preferences
• No time or cost constraints
• Maximum payoff
Rational Decision-making Model
Describes how individuals should behave in order to maximize some outcome
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Steps in the Rational Decision-making Model
1. Define the problem.
2. Identify the decision criteria.
3. Allocate weights to the criteria.
4. Develop the alternatives.
5. Evaluate the alternatives.
6. Select the best alternative.
E X H I B I T 5–3E X H I B I T 5–3
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Intuition
• Intuitive Decision Making– An unconscious process created out of distilled experience
• Conditions Favoring Intuitive Decision Making– A high level of uncertainty exists– There is little precedent to draw on– Variables are less scientifically predictable– “Facts” are limited– Facts don’t clearly point the way– Analytical data are of little use– Several plausible alternative solutions exist– Time is limited and pressing for the right decision
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Ethics in Decision Making
• Ethical Decision Criteria– Utilitarianism
• Seeking the greatest good for the greatest number– Rights
• Respecting and protecting basic rights of individuals such as whistleblowers
– Justice• Imposing and enforcing rules fairly and impartially
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Ethics in Decision Making
• Ethics and National Culture– There are no global ethical standards.– The ethical principles of global organizations that
reflect and respect local cultural norms are necessary for high standards and consistent practices.