Upload
ahmed-deabs
View
234
Download
0
Embed Size (px)
Citation preview
8/2/2019 Chapter 5 Perception
1/27
Chapter 5
Perception
and
Individual Decision Making
8/2/2019 Chapter 5 Perception
2/27
Perception
Peoples behavior is based
on their perception ofwhat reality is, not on
reality itself.
The world as it is
perceived is the world thatis behaviorally important.
8/2/2019 Chapter 5 Perception
3/27
Factors Influencing Perception
8/2/2019 Chapter 5 Perception
4/27
Person Perception:
Making Judgments about others
Distinctiveness: shows different behaviors in different situations.Consensus: response is the same as others to same situation.
Consistency: responds in the same way over time.
8/2/2019 Chapter 5 Perception
5/27
Attribution Theory
8/2/2019 Chapter 5 Perception
6/27
Errors and Biases in Attribution
8/2/2019 Chapter 5 Perception
7/27
Errors and Biases in Attribution
(Contd)
8/2/2019 Chapter 5 Perception
8/27
Frequently Used Shortcuts
in Judging Others
8/2/2019 Chapter 5 Perception
9/27
Frequently Used Shortcuts
in Judging Others (Contd)
8/2/2019 Chapter 5 Perception
10/27
Frequently Used Shortcuts
in Judging Others (Contd)
8/2/2019 Chapter 5 Perception
11/27
Shortcuts Applications
in Organizations
Employment Interview Perceptual biases affect the accuracy of interviewers
judgments of applicants.
Performance Expectations
Self-fulfilling prophecy (Pygmalion effect): The lower orhigher performance of employees reflects preconceivedleader expectations about employee capabilities.
Ethnic Profiling Profiling: A form of stereotyping in which a group of
individuals are singled out for intensive inquiry, scrutinizing,or investigation.
Performance Evaluations Appraisals are subjective perceptions of performance.
8/2/2019 Chapter 5 Perception
12/27
The link Between Perception
and Individual Decision Making
Perceptionsof the
decisionmaker
Outcomes
8/2/2019 Chapter 5 Perception
13/27
Rational Decision-making Model
8/2/2019 Chapter 5 Perception
14/27
Rational Decision-making Model
(Contd)
Assumptions
Problem clarity
Known options
Clear preferences
Constant preferences
No time or cost constraints
Maximum payoff
8/2/2019 Chapter 5 Perception
15/27
The Three Creativity Components
8/2/2019 Chapter 5 Perception
16/27
How Decisions Are Actually
Made in Organizations
8/2/2019 Chapter 5 Perception
17/27
How Decisions Are Actually
Made in Organizations (Contd)
8 conditions for using intuition:1. With a high level of uncertainty.
2. With a little precedents to draw on.
3. When variables are less scientifically predictable.4. When facts are limited.
5. When facts do not clearly point the way.
6. When analytical data are of little use.
7. When there are several plausible solutions from which to
choose, with good arguments for each.8. When time is limited and there is pressure to come up
with the right decision.
8/2/2019 Chapter 5 Perception
18/27
How Decisions Are Actually
Made in Organizations (Contd)
How/Why problems are identified
Visibility over importance of problem Attention-catching, high profile problems
Desire to solve problems Self-interest (if problem concerns decision maker)
Alternative Development
Satisficing: seeking the first alternative that solvesproblem.
Engaging in incremental rather than unique problemsolving through successive limited comparison ofalternatives to the current alternative in effect.
8/2/2019 Chapter 5 Perception
19/27
How Decisions Are Actually
Made in Organizations (Contd)
Making Choice
8/2/2019 Chapter 5 Perception
20/27
Common Biases and Errors
overconfidence biasIt was found that thoseindividuals whose intellectual andinterpersonal abilities are
weakest are more likely tooverestimate their performanceand ability.
anchoring bias
A tendency to fixate on initialinformation, from which we thenfail to adequately adjust forsubsequent information.
confirmation biasThe tendency to seek outinformation that reaffirms pastchoices and to discount
information that contradictspast judgments.
availability biasThe tendency for people tobase their judgments oninformation that is readilyavailable to them.
8/2/2019 Chapter 5 Perception
21/27
Common Biases and Errors
(Contd)
representative bias
Assessing the likelihood of an
occurrence by inappropriatelyconsidering the current situation asidentical to ones in the past.
escalation of commitment
An increased commitment to a
previous decision in spite ofnegative information.
randomness error
The tendency of individuals to
believe that they can predict theoutcome of random events.
8/2/2019 Chapter 5 Perception
22/27
Common Biases and Errors
(Contd)
winners curse
A decision making dictum thatargues that the winningparticipants in an action typically
pay too much for the winning item.
hindsight bias
The tendency for us to believefalsely that weve have
accurately predicted the
outcome of an event, even afterthe outcome is actually known.
8/2/2019 Chapter 5 Perception
23/27
Individual Differences
Personality Conscientiousness
Achievement-striving people are more likely to escalate their
commitment. Also, they are more susceptible to the hindsight bias. Dutiful people are less likely to escalate. Self-esteem
High self-esteem people highly use the self-serving bias to maintaintheir self-esteem.
Gender Women analyze decisions more than men do. Women engage more in rumination (problem overthinking).
8/2/2019 Chapter 5 Perception
24/27
Organizational Constraints
Performance Evaluation
Evaluation criteria influence the choice of actions. Reward Systems
Decision makers make action choices that are favored by theorganization. Formal Regulations
Organizational rules and policies limit the alternative choices ofdecision makers.
System-imposed Time Constraints Organizations require decisions by specific deadlines. Historical Precedents
Past decisions influence current decisions.
8/2/2019 Chapter 5 Perception
25/27
Cultural Differences
Problems selected
Time orientation
Importance of logic and rationality
Belief in the ability of people to solve problems
Preference for collective decision making
8/2/2019 Chapter 5 Perception
26/27
Ethics in Decision Making
Ethical Decision Criteria
Utilitarianism Seeking the greatest good for the greatest number.
Rights Respecting and protecting basic rights of individuals.
Justice Imposing and enforcing rules fairly and impartially.
8/2/2019 Chapter 5 Perception
27/27
Ethics in Decision Making
(Contd)
Ethics and national culture
There are no global ethical standards.
The ethical principles of global organizationsthat reflect and respect local cultural normsare necessary for high standards andconsistent practices.