Friday, August 2, 2019
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 environment. â⬠¢Peopleââ¬â¢s behavior is based on their perception of what reality is, not on reality itself. â⬠¢The world as it is perceived is the world that is behaviorally important. Attribution Theory: Judging Others Our perception and judgment of others are significantly influenced by our assumptions of the other peopleââ¬â¢s internal states.When individuals observe behavior, they attempt to determine whether it is internally or externally caused. Internal causes are under that personââ¬â¢s control. External causes are not ââ¬â person forced to act in that way. Causation judged through: Distinctiveness ââ¬â Shows different behaviors in different situations. Consensus ââ¬â Response is the same as others to same situation. Consistency ââ¬â Responds in the same way over time. Errors and Biases in AttributionsFund amental Attribution Error ââ¬â Blame on people first, then situation. Self Serving Bias ââ¬â If won, itââ¬â¢s our success, if failed, their fault. Selective Perception ââ¬â selectively interpret what they see on basis of their interest, background, exp and attitude. Halo/Devil Effect ââ¬â draw general impression on one of their trait. XX Contrast Effect ââ¬â evaluation of someoneââ¬â¢s characteristics that are affected by comparing with other who rank higher or lower on the same characteristic Another Shortcut: StereotypingProfiling ââ¬â form of stereotyping which member of a group based on a single, usually racial traits Specific Shortcut Applications in Organization Employment Interviews ââ¬â perceptual biases raters affect the accuracy of interviewersââ¬â¢ judgments, formed in a glance, 1/10 of a second Performance Expectation Self-fulfilling prophecy (Pygmalion effect) ââ¬â lower or higher expectation of leader leads to productivity of em ployees, critical impact for employees. Perception and Individual Decision Making Problem is a perceived discrepancy between the current state of affairs 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 Rational Decision Making ââ¬â the ââ¬Å"perfect worldâ⬠model, assumes complete information, all options known and max payoff Bounded Reality ââ¬â ââ¬Å"real worldâ⬠model, seek satisfactory and sufficient solutions from limited data and alternatives Intuition ââ¬â a non-conscious process created from distilled exp that results in quick decision. (usually are good decisions) Common Biases and Errors in Decision-Making:Overconfidence Bias ââ¬â believing too much in own ability to make good decision, especially outside of own expertise Anchoring Bias ââ¬â Using early, first received info as basis for makin g subsequent judgments Confirmation Bias ââ¬â selecting and using only facts that support our decision Availability Bias ââ¬â emphasizing info that mostly readily at hand Escalation of Commitment ââ¬â Increasing commitment to a decision in spite of evidence that itââ¬â¢s wrong Randomness Error ââ¬â creating meaning out of random event, superstitions Winnerââ¬â¢s Curse ââ¬â higher bidder pay too much due to overestimation Hindsight Bias ââ¬â believe it could be accurately predicted beforehand after outcome is known Individual Differences in Decision Making Personality: Conscientiousness may affect escalation of commitment. Achievement strivers are likely to increase commitment, while dutiful people are less to have this bias. High self-esteem people are susceptible to self-serving bias. Gender: Women analyze decisions more than men (rumination), and twice likely to develop depression. These differences develop early. Organizational ConstraintsPerformance Evaluation ââ¬â managerial evaluation criteria influence actions Reword Systems ââ¬â managers will make the decision with the greatest personal payoff for them Formal Regulation ââ¬â limit the alternative choices of decision makers System-imposed Time Constraintsââ¬âRestrict ability to gather or evaluate info Historical Precedents ââ¬â past decision influence current decisions Ethics in Decision Making Ethical Decision Criteria Utilitarianism ââ¬â 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 ââ¬â 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 ââ¬â imposing and enforcing the rules fairly and impartially, equitable distributio n of benefit and costs Pro: protect the interests of weaker members Con: sense of entitlement rises Improving Creativity in Decision Making: Creativity ââ¬â ability to produce novel and useful ideas. People who score high in ââ¬Å"Openness to Expâ⬠, 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 ââ¬â proposition that individual creativity results from a mixture of three components Expertise ââ¬â foundationCreative ââ¬â Thinking Skills ââ¬â personality characteristics associated with creaticity Intrinsic Task Motivation ââ¬â The desire to do the job because of its characteristics Global Implications Attributions ââ¬â cultural differences in the ways people attribute cause to observed behavior Decision Making ââ¬â no research on the topic, assumption of ââ¬Å"no differenceâ⬠and ba sed on awareness of cultural differences in traits that affect decision making, this assumption suspect Ethics ââ¬â No global ethical standards exist, Asian countries tend not to see ethical issues in ââ¬Å"black and whiteâ⬠but as shades of gray. Global Companies need global standards for managers.
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