Sunday, March 10, 2019

Organizational Behavior Chapter 5 Summary

Chapter 5 percept is a process by which individuals organize and experience their sensory impressions in order to give meaning to their environment. 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. Attribution opening Judging Others Our perception and judgment of some others are significantly influenced by our givens of the other flocks internal states.When individuals observe behavior, they attempt to determine whether it is internally or externally caused. Internal causes are under that persons control. External causes are not person forced to act in that stylus. Causation judged through Distinctiveness Shows different behaviors in different situations. Consensus receipt is the same as others to same situation. Consistency Responds in the same way over time. Errors and influencees in AttributionsFundamental Attribution Error Blame on people first, then si tuation. Self Serving Bias If won, its our success, if failed, their fault. Selective Perception selectively interpret what they see on basis of their interest, background, exp and attitude. Halo/ deuce Effect draw general impression on one of their trait. XX Contrast Effect evaluation of someones characteristics that are abnormal by comparing with other who rank higher(prenominal) or land on the same characteristic Another Shortcut StereotypingProfiling form of stereotyping which phallus of a group based on a single, usually racial traits Specific Shortcut Applications in Organization Employment Interviews perceptual biases raters prompt the accuracy of interviewers judgments, formed in a glance, 1/10 of a second Performance Expectation Self-fulfilling prophecy (Pygmalion effect) lower or higher expectation of leader leads to productivity of employees, critical impact for employees. Perception and various(prenominal) Decision Making Problem is a perceived discrepancy a mongst the real state of affairs and esired state Decisions are make from among alternatives demonstrable from data Therefore, problems must be recognized and data must be selected and evaluated. Decision Making Models in Organizations Rational Decision Making the staring(a) world model, assumes complete information, all options known and max payoff jump Reality real world model, seek satisfactory and sufficient solutions from rig data and alternatives Intuition a non-conscious process realized from distilled exp that results in quick decision. (usually are good decisions) Common Biases and Errors in Decision-MakingOverconfidence Bias believing in like manner much in own powerfulness to sterilise good decision, particularly outside of own expertise Anchoring Bias Using early, first authoritative info as basis for making subsequent judgments Confirmation Bias selecting and using only facts that support our decision Availability Bias express info that mostly readil y at hand Escalation of Commitment change magnitude commitment to a decision in spite of evidence that its wrong Randomness Error creating meaning out of random event, superstitions succeeders Curse higher bidder pay too much collectable to overestimation Hindsight Bias believe it could be accurately predicted beforehand later outcome is known Individual Differences in Decision Making record Conscientiousness may affect escalation of commitment. Achievement strivers are likely to annex commitment, while dutiful people are less to have this bias. broad(prenominal) self-esteem people are susceptible to self-serving bias. Gender Women essay decisions more than men (rumination), and twice likely to develop depression. These differences develop early. organizational ConstraintsPerformance Evaluation managerial evaluation criteria influence actions Reword Systems managers will make the decision with the superlative personal payoff for them Formal Regulation limit the alte rnative choices of decision makers System-imposed Time ConstraintsRestrict ability to gather or evaluate info Historical Precedents past decision influence current decisions Ethics in Decision Making Ethical Decision Criteria Utilitarianism decisions made based solely on the outcome, seek the greatest good for greatest number, mostly used by business people. Pro promote ability and productivity Con ignore individual rights, esp. minority Rights decision invariable with fundamental liberties and privileges, respect and protects rights of individuals Pro protect individual from harm, preserve rightsCon create overly legalistic work environment Justice imposing and enforcing the rules fairly and impartially, straightforward distribution of benefit and costs Pro protect the interests of weaker members Con intelligence of entitlement rises Improving Creativity in Decision Making Creativity ability to produce novel and useful ideas. People who score high in Openness to Exp, intel ligent, independent, self-confident, risk-taking, have an internal locus-of-control, tolerant of ambiguity, low strike for body structure and preserve the frustration face The Three-Component Model of Creativity proposition that individual creativity results from a mixture of three components Expertise foundationCreative Thinking Skills temperament characteristics associated with creaticity Intrinsic Task Motivation The desire to do the job because of its characteristics world-wide Implications Attributions cultural differences in the ways people attribute cause to detect behavior Decision Making no research on the topic, assumption of no difference and based on awareness of cultural differences in traits that affect decision making, this assumption suspect Ethics No ball-shaped ethical standards exist, Asian countries tend not to see ethical issues in black and white but as shades of gray. Global Companies need global standards for managers.

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