a02-person-percep-decmake-compatibility-mode.pdf

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ORGANIZATIONAL BEHAVIORS T E P H E N P. R O B B I N S

E L E V E N T H E D I T I O N

W W W . P R E N H A L L . C O M / R O B B I N S© 2005 Prentice Hall Inc.

All righ ts reserved.

© 2005 Prentice Hall Inc.


PowerPoint Presentation

by Charlie Cook


by Charlie Cook

Personality &

Emotion

Personality &

Emotion



Kombinasi cara-cara yang dipergunakan olehseseorang dalam berinteraksi dengan orang lain,yang dipengaruhi oleh sifat turunan (genetis),lingkungan (budaya) dan situasi.

Personality



Myers-Briggs Type Indicator(MBTI)

Style of Decision Making

Perceptive (P)

Preference forDecision Making

Feeling (F)

Type of Social

Interaction

Extrovert (E)

Preference forGathering Data

Sensing (S)

Introvert (I)

Intuitive (N)

Thinking (T)

Judgmental (J)

INTJ = VisionariesESTJ = OrganizersENTP = Conceptualizer



The “Big Five” Personality Model

The “Big Five” Personality Model

Extraversion(Comfort level of relationship)

Agreeableness(Propensity to defer to others)

Conscientiousness(A measure of reliability)

EmotionalStability

(Ability to coup with stress)

Openness toExperience

(Interest & fascinate with novelty)



Other Key

Personality Attributes

Locus

of Control(master of own fate)

Authoritarian

Personality

Authoritarian

Personality

Risk Propensity

Risk Propensity

Type A PersonalityT

Type A PersonalityT

Machiavellian

Personality(ends can justify means)

Machiavellian

Personality(ends can justify means)

Self Monitoring

Self Monitoring



Holland’s Theory of Personality-Job Fit

Type Personality Occupations

Realistic

Investigative

Social

Conventional

Enterprising

Artistic

Shy, Stable, Practical

Analytical, Independent

Sociable, Cooperative

Practical, Efficient

Ambitious, Energetic

Imaginative, Idealistic

Mechanic, Farmer, Assembly-Line Worker

Biologist, Economist,

Mathematician

Social Worker,Teacher, Counselor

Accountant, ManagerBank Teller

Lawyer, Salesperson

Painter, Writer,Musician



A

I

S

C

E

R

A r t i s t i c

C o n v e n t i o n

a l

Occupational Personality TypesOccupational Personality Types



Common

Misconceptions

Common

Misconceptions

What Are

Emotions?(intense feeling that are directedto someone or something)

What Are

Emotions?(intense feeling that are directedto someone or something)

ImportantTerms

ImportantTerms

Emotions inthe WorkplaceEmotions inthe Workplace



Six UniversalEmotions

Six UniversalEmotions

Happiness

Surprise

Fear

Sadness

Anger

Disgust



Emotionless

People

Emotionless

People

Other KeyIssues

Other KeyIssues

Genderand Emotions

Genderand Emotions

Cultureand EmotionsCultureand Emotions



OB Applications

Emotional Intelligence (EI)

Decision Making

Motivation

Leadership

Interpersonal Conflict

Emotional Intelligence (EI)

Decision Making

Motivation

Leadership

Interpersonal Conflict



ORGANIZATIONAL BEHAVIORS T E P H E N P. R O B B I N S

E L E V E N T H E D I T I O N

W W W . P R E N H A L L . C O M / R O B B I N S© 2005 Prentice Hall Inc.


© 2005 Prentice Hall Inc.



by Charlie Cook


by Charlie Cook

Perception &

Decision Making

Perception &

Decision Making



Persepsi adalah suatu proses pengorganisasiandan interpretasi kesan-kesan sensorik (pancaindra) untuk menjadikan sesuatu hal, menjadimemiliki makna (arti).

Persepsi adalah suatu proses pengorganisasiandan interpretasi kesan-kesan sensorik (pancaindra) untuk menjadikan sesuatu hal, menjadimemiliki makna (arti).

Perilaku seseorang akan dipengaruhi oleh

persepsinya atas apa yg terjadi, bukan padakejadiannya itu sendiri. We don’t see thingsas they are, we see things as we are.

Perilaku seseorang akan dipengaruhi oleh

persepsinya atas apa yg terjadi, bukan padakejadiannya itu sendiri. We don’t see thingsas they are, we see things as we are.

Keputusan-keputusan dan kualitas penetapan akhirindividual dlm suatu organisasi , sebagian besar

dipengaruhi oleh persepsi

Keputusan-keputusan dan kualitas penetapan akhirindividual dlm suatu organisasi , sebagian besar

dipengaruhi oleh persepsi

Perception



GOAL

ORGANIZATION

ORGANIZATIONALSTRUCTURE

INDIVIDU-1

INDIVIDU-2

PERCEPTION

BEHAVIOR DECISION

GOAL ATTAINMENT

GOAL ATTAINMENT

Perception



PERCEPTIONPERCEPTION

Factorsin the perceiver

Factorsin the perceiver Attitudes Motives, interests Experience Expectations

Factorsin the situation

Factorsin the situation Time

Work setting Social setting

Factorsin the target

Factorsin the target Novelty

Motion Sounds, size Background Proximity

Perception



Wawancara kerja :Informasi yang tergali diawal wawancara akan lebihberpengaruh dibandingkan dengan yang tergalibelakangan, hal ini bisa berakibat; calon pegawaimendapatkan nilai tinggi karena tidak munculnya persepsinegatif, bukan karena adanya hal-hal yg positif.

Performance expectations :if a manager expects big things from his people, they’re notlikely to let him down. Similarly, if manager expects people toperform minimally, they’ll tend to behave so as to meet thoselow expectations.

Perception



Performance evaluation :to the degree that managers use subjective measures inappraising employees, what the evaluator perceives to begood or bad employee characteristics or behaviors willsignificantly influence the outcome of the appraisal

Employee effort :an assessment of an individual’s effort is a subjective judgment susceptible to perceptual distortion and bias

Employee loyalty :an employee who questions a top-management decision

may be seen as disloyal by some, yet caring and concernedby others

Perception



a decision

Current state

Desired statevs

a problemThe awareness that exists

alternative courses of action

needs to be made

Decision making



Definethe problem

Identifythe decision criteria

Allocate weightsto the criteria

Developthe alternatives

Evaluatethe alternatives

Selectthe best alternative

A discrepancy between anexisting and a desired state of

affairWhat is and isn’t relevant inmaking decision

To give the correct priority

List the possible alternatives

Analyze and evaluate strengthsand weaknesses

Highest score alternative

Decision making



Analyticalcareful and adaptive

Conceptualfocus on the long run

Directivefast and

focus on the short run

Behavioralavoid conflict andseek acceptance

Logical-rational Intuitive-creativeWay of thinking

T o l e r a n c e f o r a m b i g u i t y

High

Low

Decision makingDecision-style



• Abilities• Knowledge• Proficiencies

• Intelligence,• Independence• Self-confidence• Risk taking

• Interesting, Involving• Exciting, Satisfying• Personally challenging

Creativity: The ability to produce novel and useful

ideas.

Decision making



Analyze the situation, adjust your decision styleto the national culture and organization’s culture inwhich you’re working

Beware of biases, We all bring biases to the decisions we make

Combine rational analysis with intuition, byusing both, you can actually improve your decisionmaking effectiveness

Specific decision style for specific job, aligning

your decision style to the requirements of the job willimprove your decision effectiveness

Be creative.

Decision making(suggestions)



Decision making(ethical criteria)

UtilitarianismSeeking the greatest good for the

greatest number.

RightsRespecting and protecting basic rights

of individuals

JusticeImposing and enforcing rules fairly

and impartially.

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a02-person-percep-decmake-compatibility-mode.pdf