ORGANIZATIONAL BEHAVIOR

WWW.PRENHALL.COM/ROBBINS

OBJECTIVES LEARNING

After studying chapter five and listening to my lecture,you should be able to:
1. Explain how two people can see the same thing and interpret it differently. 2. List three determinants of attribution. 3. Describe how shortcuts can assist in or distort our judgment of others. 4. Explain how perception affects the decisionmaking process. 5. Outline the six steps in the rational decisionmaking model.

O B J E C T I V E S (contd) LEARNING

Outline continues:

1. Describe the action of a boundedly rational decision maker. 2. Identify the conditions in which individuals are most likely to use intuition in decision making. 3. Describe four styles of decision making. 4. Define heuristics and explain how they bias decisions. 5. Contrast the three ethical decision criteria.

What Is Perception, and Why Is It Important? Peoples 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.

Factors That Influence Perception

EXHIBIT

5-1

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.

Attribution Theory

EXHIBIT

5-2

Errors and Biases in Attributions

Errors and Biases in Attributions (contd)

Frequently Used Shortcuts in Judging Others

Frequently Used Shortcuts in Judging Others

Frequently Used Shortcuts in Judging Others

Specific Applications in Organizations

Employment Interview
Perceptual biases 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.

Performance Evaluations
Appraisals are subjective perceptions of performance.

Employee Effort
Assessment of individual effort is a subjective judgment subject to perceptual distortion and

The Link Between Perceptions and Individual Decision Making

Perceptions of the decision maker

Outcomes

Assumptions of the Rational Decision-Making Model

1. Problem clarity 2. Known options 3. Clear preferences 4. Constant preferences 5. No time or cost constraints 6. Maximum payoff

Steps in the Rational Decision-Making Model

EXHIBIT

5-3

The Three Components of Creativity

EXHIBIT

5-4

How Are Decisions Actually Made in Organizations

How Are Decisions 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 solves problem. Engaging in incremental rather than unique problem solving through successive limited comparison of alternatives to the current alternative in effect.

Making Choices

Making Choices

Decision-Style Model

EXHIBIT

5-5

Organizational Constraints on Decision Makers

Performance Evaluation
Evaluation criteria influence the choice of actions.

Reward Systems
Decision makers make action choices that are favored by the organization.

Formal Regulations
Organizational rules and policies limit the alternative choices of decision makers.

System-imposed Time Constraints

Organizations require decisions by specific deadlines.

Historical Precedents
Past decisions influence current decisions.

Cultural Differences in Decision Making

Problems selected Time orientation Importance of logic and rationality Belief in the ability of people to solve problems Preference for collect decision making

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.

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.