Organizational Behavior Chapter 5 Summary

Chapter 5 Perception is a process by which individuals organize and interpret their sensory impressions in order to give meaning to their surround. Peoples behavior is found on their perception of what reality is, not on reality itself. The world as it is perceived is the world that is behaviorally important. Attribution Theory perspicacity Others Our perception and judgment of others be significantly influenced by our assumptions of the other peoples internal states.When individuals observe behavior, they attempt to determine whether it is internally or outwardly caused. Internal causes are under that persons control. External causes are not person forced to act in that way. Causation judged through strong suit Shows different behaviors in different situations. fiddlesensus Response is the same as others to same situation. Consistency Responds in the same way over time. actus reuss and Biases in AttributionsFundamental Attribution Error Blame on people first, then situati on. Self Serving Bias If won, its our success, if failed, their fault. Selective Perception selectively interpret what they see on base of operations of their interest, background, exp and attitude. Halo/Devil Effect draw general impression on one of their trait. XX Contrast Effect evaluation of someones characteristics that are changeed by comparing with other who rank higher or low-pitcheder on the same characteristic Another Shortcut StereotypingProfiling form of stereotyping which atom of a group based on a single, usually racial traits Specific Shortcut Applications in Organization Employment Interviews perceptual biases raters affect the true statement of interviewers judgments, formed in a glance, 1/10 of a second Performance Expectation Self-fulfilling prophecy (Pygmalion effect) lower or higher expectation of loss leader leads to productivity of employees, critical impact for employees. Perception and Individual conclusion Making Problem is a perceived discrep ancy between the current state of personal business and esired state Decisions are made from among alternatives developed from data Therefore, problems must be recognized and data must be selected and evaluated. Decision Making Models in Organizations sharp-witted Decision Making the perfect world model, assumes complete entropyrmation, all options known and max payoff Bounded Reality real world model, seek satisfying and sufficient solutions from limited data and alternatives Intuition a non-conscious process created from distilled exp that results in quick decision. (usually are good decisions) Common Biases and Errors in Decision-MakingOverconfidence Bias accept too much in own ability to make good decision, especially outside of own expertise Anchoring Bias Using early, first genuine info as basis for making subsequent judgments Confirmation Bias selecting and using only facts that support our decision Availability Bias emphasizing info that mostly readily at hand E scalation of Commitment Increasing commitment to a decision in spite of evidence that its wrong disturbance Error creating meaning out of random event, superstitions Winners Curse higher bidder pay too much due to overestimation Hindsight Bias think it could be accurately predicted beforehand after outcome is known Individual Differences in Decision Making Personality Conscientiousness may affect escalation of commitment. execution strivers are likely to increase commitment, while dutiful people are less to have this bias. High self-esteem people are susceptible to selfish bias. Gender Women analyze decisions more than men (rumination), and twice likely to develop depression. These differences develop early. Organizational ConstraintsPerformance Evaluation managerial evaluation criteria influence actions Reword Systems managers bequeath make the decision with the greatest personal payoff for them Formal Regulation limit the alternative choices of decision makers System-i mposed Time ConstraintsRestrict ability to gather or evaluate info Historical Precedents past decision influence current decisions Ethics in Decision Making Ethical Decision Criteria Utilitarianism decisions made based solely on the outcome, seek the greatest good for greatest number, mostly used by business people. Pro promote efficiency and productivity Con ignore individual rights, esp. minority Rights decision consistent with fundamental liberties and privileges, respect and protects rights of individuals Pro protect individual from harm, preserve rightsCon create overly legalistic work environment Justice imposing and enforcing the rules fairly and impartially, equitable distribution of benefit and costs Pro protect the interests of weaker members Con sense of entitlement rises Improving Creativity in Decision Making Creativity ability to produce novel and useful ideas. People who score high in Openness to Exp, intelligent, independent, self-confident, risk-taking, have an internal locus-of-control, tolerant of ambiguity, low need for structure and preserve the frustration face The Three-Component Model of Creativity proposition that individual creativity results from a mixture of three components Expertise foundationCreative persuasion Skills personality characteristics associated with creaticity Intrinsic Task Motivation The desire to do the job because of its characteristics Global Implications Attributions cultural differences in the ways people attribute cause to discovered behavior Decision Making no research on the topic, assumption of no difference and based on awareness of cultural differences in traits that affect decision making, this assumption suspect Ethics No global ethical standards exist, Asian countries tend not to see ethical issues in black and egg white but as shades of gray. Global Companies need global standards for managers.