Perception and Individual Decision Making

Disusun Oleh :

DENI TRIYANTONIM.14020114410003

POGRAM MAGISTER ADMINISTRASI PUBLIKFAKULTAS ILMU SOSIAL DAN ILMU POLITIKUNIVERISITAS DIPONEGORO SEMARANG

2014

Perception

Perception is a process by which individuals organize and interprent their sensory impression in order to give meaning to their enivironment. However, what we perceive can be substantially different from objectice reality. Why is perception important in the study of organizational behavior? Simply because 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.

Story Six Blind Seeing the Elephant

Factors That Influence Perception

Factor In The Situation• Time• Work setting• Social

Factor In The Perceiver• Attitudes• Motives• Intersts• Experience•Expectation

Factor In The Target• Nevelty• Motion• Sounds• Size• Backgroud• Proximily• Similarity

Perception

Attribution Theory

Attribution Theory tries to explain the ways in which we judge people differently, depending on the meaning we attribute to a given behavior. It suggests that when we observe an individual’s behavior, we attempt to determine whether it was internally or externally caused.

That determination, however, depends largely on three factors:(1).distinctiveness,(2).consensus, and (3). consistency.

Observation Interpretation Attribution Of couse

Individual Behavior Consensus

Distinctiveness

Consistency

Exsternal

Internal

External

Internal

Internal

Exsternal

Common Shortcuts in Judging Others

• Selective Perception, The tendency to selectively interpret what one sees on the basis of one’s interests, background. Experience and attitudes.

• Halo Effect, the tendency to draw a general impression about an individual on the basis of a single characteristic.

• Contrast Effect, evaluation of a person’s characteristict that is affected by comparisons with other people recently encountered who rank higher or lower on the same characteristics.

• Stereotyping, Judging someone on the basis of one’s perception of the group to which that perception belongs.

Specific Applications of Shortcuts in Organizations.• Employment Interview• Performance Expectation• Performance Evaluation

Explain the link between perception and decision making

Every decision requires us to interpret and evaluate information. We typically receive data from multiple sources and need to screen, process, and interpret them. Which data are relavant to the decision, and which are not? Our perceptions will answer that question. We also need to develop alternatives and evaluate their strengths and weaknesses. Again, our perceptual process will affect the final outcome. Finally, trouhout the entire decision making process, perceptual distortions often surface that can bias analysis and conclusions.

Decision Making in Organizations

• Rational Decision Making we aften think the best decision maker is rational and makes consistent,value maximizing choices withing specified constrains. These decision follow a six step rational decision making model.– Define the problem– Identify the decision criteria– Allocate weights to the criteria– Develop the alternatives– Evaluate the alternatives– Select the bast alternative

• Bounded rationality our limited information processing capability makes it imposibble to assimilate and understand all the information necessary to optimize. So most people respond to a complex problem by reducing it to a level at which they can readily understand it. Also many problem by reducing it to a level an optimal solution because they are too complicated to fit the rational decision making model. So people satisfice the seek solutions that are satisfactory and sufficient.

• Intuition, perhaps the least rational way of making decision is intuitive decision making, an unconscious process created from distilled experience. It accurs outside conscious thought it relies on holistic associations, or link between disparaye pieces of information, it’s fast and it’s affectively charged, meaning it usually engages the emotions.

Common Biases and Errors in Decision Making

• Overconfidence Bias • Anchoring Bias • Confirmation Bias• Availability Bias• Escalation of Commitment • Randomness Error• Risk aversion • Hindsight bias

Influences on Decision Making : Individual Differences and Organizational Constraint

• Individual DifferencesPersonality GenderMental ability Culture Differences

• Organizational constrainsOrganizational can contrain decision

makers, creating deviations from that rational model. For instance, managers shape their decisions to reflect the organization’s performance evaluation and reward system, to comply with its formal regulation.Performance Evaluation Reward Systems Formal Regulations System Imposed Time Constraint

Three Ethical decision Criteria

• The frist etchical yardstick is utilitarianisme, wich proposes makin decisions solely on the basis of their outcome, ideally to provide the great good for the greatest number. This view dominates business decision making, it is consistent with goals such as efficiency, productivity, and high profits.

• Another etchical criterion is to make decisions cinsistent with fundamental liberties and privileges, as set forth in documents such as the Bill of rights. An emphasis on right in decision making means respecting and protecting the basic rights of individuals, such as the right to privacy, free speech, and due process. This criterion protects whistle blowers when they reveal an organization’s unethical practices to the press or government agencies, using their right to free speech.

• A hird criterion is impose and enfore rules fair and impartially to ensure justice or an equitable distribution of benefits and cost. Union members typically favor this view. It justifies paying people the same wage for a given job regardless of performance differences and using seniority as the primary determination in layoff decisions

According to Herbert A. Simon , PROCESS Decision making is essentially comprised Top Three Main Steps , namely :– Intelligence Activities, Regarding search

various environmental conditions necessary for decision.

– Design Activity, This stage involves analyzing the development and manufacture of various series of activities that may be performed.

– Activity Selection, Selection of a particular series of alternative activities available.

Improving Creativity In Decision Making

Although the rational decision making model will from improve decision, a rational decision maker also need creativity, the ability to produce novel and useful ideas. These are different from what’s been done before but appropriate to the problem presented.

Creative Potential Most people have useful cerative potential. But to unleash it, they have to ascape the psychological rust many of us fall into and learn how to think about a problem in divergent ways.

Three Component Model Of Creativity

• Three Component Model Of CreativityExpertise the foundation for all creative work. Film

writer, producer, and director Quentin Tarantino spent his yougth working in a video rental store, where he built up an encyclopedic knowledge of movies. The potential for creativity is enhanced when individuals have abilities, knowledge, proficiencies, and similar expertise in their field of endeavor. You wouldn’t expect someone with minimal knowledge of programming to be very creative as software engineer.

The second component is creative thinking skills. This encompasses personality characteristics associated with creativity, the ability to use analogies, and the talent to see the familiar in a different light.

Creative people often love their work, to the point of seeming obsession. The finel component in the three component model creativity is intrinsic task motivation. This is the desire to work on something because it’s interesting, involving, exciting, satisfying, or personally challenging. It’s what truns creativity potential into actual creative ideas.