Chap 6 summary - gvhj PDF

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Perception is a process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment. Factors That Influence Perception: 1. Factors in the perceiver • Attitudes • Motives • Interests • Experience • Expectations 2. Factors in the situation • Time • Work setting • Social setting 3. Factors in the target • Novelty • Motion • Sounds • Size • Background • Proximity • Similarity

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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

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Fundamental Attribution Error The tendency to underestimate the influence of external factors and overestimate the influence of internal factors when making judgments about the behavior of others We blame people first, not the situation

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Self-Serving Bias The tendency for individuals to attribute their own successes to internal factors while putting the blame for failures on external factors

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Common Shortcuts in Judging Others: The shortcuts we use in judging others are frequently valuable: they allow us to make accurate perceptions rapidly and provide valid data for making predictions. However, they are not foolproof. They can and do get us into trouble when they result in significant distortions. 1. Selective Perception People selectively interpret what they see on the basis of their interests, background, experience, and attitudes. 2. Halo Effect Drawing a general impression about an individual on the basis of a single characteristic, such as intelligence, sociability, or appearance, 3. Contrast Effects Evaluation of a person’s characteristics that are affected by comparisons with other people recently encountered who rank higher or lower on the same characteristics 4. Stereotyping When we judge someone on the basis of our perception of the group to which he or she belongs, we are using the shortcut called stereotyping.

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Specific Shortcut Applications in Organizations:

A. Employment Interview: when an interview is taken to hire or reject, interviewer tends to draw an assumption about the person that is often incorrect. After within 4 to 5 mins of conducting interview, interviewers’ judgments changes that were made on information provided early. B. Performance Expectation: Higher expectations leads to increase in performance. Lower expectations leads to decrease in performance. The desired expectations of a person from others (self-fulfilling prophecy). C. Performance Evaluation: when you are evaluated according to his performance which is rewarded or appraised accordingly. Appraisals are often based on subjective perception (personal opinions) of appraiser

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Rational decision-making model: A decision-making model that describes how individuals should behave in order to maximize some outcome. Steps in the Rational Decision-Making Model 1. Define the problem. 2. Identify the decision criteria. 3. Allocate weights to the criteria. 4. Develop the alternatives. 5. Evaluate the alternatives. 6. Select the best alternative.

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How decisions are actually made in Organization? BOUNDED RATIONALITY: A process of making decisions by constructing simplified models that

extract the essential features from problems without capturing all their complexity INTUITION: the least logical way of making decisions is intuitive decision making. It is a decision made on the instincts of an individual and is occurred outside conscious thought.

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Common Biases and Errors in Decision-Making: A. Overconfidence Bias: the tendency to be more confident on your own abilities to make good decision especially outside own expertise.

B. Anchoring Bias: using the first received information as the basis to make judgements. For example, showroom sales. C. Confirmation Bias: Selecting and using only facts that support our decision. The information we gather is typically biased toward supporting views we already hold.

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More Common Decision-Making Errors: A. Escalation of commitment: is staying with a decision even when there is clear evidence it’s wrong. B. Randomness Error: Creating meaning out of random events – superstitions

C. Hindsight Bias: After an outcome is already known, believing it could have been accurately predicted beforehand D....