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A02 Person Percep Decmake Compatibility Mode PDF
A02 Person Percep Decmake Compatibility Mode PDF
Emotion
ORGANIZATIONAL BEHAVIOR
S T E P H E N P. R O B B I N S
E L E V E N T H
2005 Prentice Hall Inc.
All rights reserved.
E D I T I O N
WWW.PRENHALL.COM/ROBBINS
PowerPoint Presentation
by Charlie Cook
Personality
Kombinasi cara-cara yang dipergunakan oleh
seseorang dalam berinteraksi dengan orang lain,
yang dipengaruhi oleh sifat turunan (genetis),
lingkungan (budaya) dan situasi.
Type of Social
Interaction
Extrovert (E)
Preference for
Gathering Data
Sensing (S)
Introvert (I)
Preference for
Decision Making
Style of
Decision Making
Intuitive (N)
Feeling (F)
Thinking (T)
Perceptive (P)
Judgmental (J)
INTJ = Visionaries
ESTJ = Organizers
ENTP = Conceptualizer
Extraversion
(Comfort level of relationship)
Emotional
Stability
Agreeableness
(Propensity to defer to others)
Openness to
Experience
(Interest & fascinate with novelty)
Conscientiousness
(A measure of reliability)
Locus
of Control
Authoritarian
Personality
Machiavellian
Personality
(ends can justify means)
Risk
Propensity
Other Key
Personality
Attributes
Self
Monitoring
Type A
PersonalityT
Personality
Occupations
Realistic
Mechanic, Farmer,
Assembly-Line Worker
Investigative
Analytical, Independent
Biologist, Economist,
Mathematician
Social
Sociable, Cooperative
Social Worker,
Teacher, Counselor
Conventional
Practical, Efficient
Accountant, Manager
Bank Teller
Enterprising
Ambitious, Energetic
Lawyer, Salesperson
Artistic
Imaginative, Idealistic
Painter, Writer,
Musician
Artistic
Conventional
Common
Misconceptions
What Are
Emotions?
(intense feeling that are directed
to someone or something)
Important
Terms
Emotions in
the Workplace
Six Universal
Emotions
Happiness
Fear
Surprise
Anger
Sadness
Disgust
Emotionless
People
Other Key
Issues
Gender
and Emotions
Culture
and Emotions
OB Applications
Emotional Intelligence (EI)
Decision Making
Motivation
Leadership
Interpersonal Conflict
Perception &
Decision Making
ORGANIZATIONAL BEHAVIOR
S T E P H E N P. R O B B I N S
E L E V E N T H
2005 Prentice Hall Inc.
All rights reserved.
E D I T I O N
WWW.PRENHALL.COM/ROBBINS
PowerPoint Presentation
by Charlie Cook
Perception
Persepsi adalah suatu proses pengorganisasian
dan interpretasi kesan-kesan sensorik (panca
indra) untuk menjadikan sesuatu hal, menjadi
memiliki makna (arti).
Perilaku seseorang akan dipengaruhi oleh
persepsinya atas apa yg terjadi, bukan pada
kejadiannya itu sendiri. We dont see things
as they are, we see things as we are.
Keputusan-keputusan dan kualitas penetapan akhir
individual dlm suatu organisasi , sebagian besar
dipengaruhi oleh persepsi
Perception
GOAL
ORGANIZATION
ORGANIZATIONAL
STRUCTURE
GOAL
ATTAINMENT
INDIVIDU-1
PERCEPTION
INDIVIDU-2
DECISION
BEHAVIOR
Perception
Factors
in the perceiver
Attitudes
Motives, interests
Experience
Expectations
PERCEPTION
Factors
in the situation
Factors
in the target
Time
Work setting
Social setting
Novelty
Motion
Sounds, size
Background
Proximity
Perception
Wawancara kerja :
Informasi yang tergali diawal wawancara akan lebih
berpengaruh dibandingkan dengan yang tergali
belakangan, hal ini bisa berakibat; calon pegawai
mendapatkan nilai tinggi karena tidak munculnya persepsi
negatif, bukan karena adanya hal-hal yg positif.
Performance expectations :
if a manager expects big things from his people, theyre not
likely to let him down. Similarly, if manager expects people to
perform minimally, theyll tend to behave so as to meet those
low expectations.
Perception
Performance evaluation :
to the degree that managers use subjective measures in
appraising employees, what the evaluator perceives to be
good or bad employee characteristics or behaviors will
significantly influence the outcome of the appraisal
Employee effort :
an assessment of an individuals effort is a subjective
judgment susceptible to perceptual distortion and bias
Employee loyalty :
an employee who questions a top-management decision
may be seen as disloyal by some, yet caring and concerned
by others
Decision making
Current state
vs
Desired state
a problem
alternative
exists
courses of action
Decision making
Define
the problem
Identify
the decision criteria
Allocate weights
to the criteria
A discrepancy between an
existing and a desired state of
affair
What is and isnt relevant in
making decision
To give the correct priority
Develop
the alternatives
Evaluate
the alternatives
Select
the best alternative
Decision making
Decision-style
High
Analytical
Conceptual
Directive
Behavioral
fast and
focus on the short run
Low
Logicalrational
Way of thinking
Intuitivecreative
Decision making
Abilities
Knowledge
Proficiencies
Interesting, Involving
Exciting, Satisfying
Personally challenging
Intelligence,
Independence
Self-confidence
Risk taking
Decision making
(suggestions)
Be creative.
Decision making
(ethical criteria)
Utilitarianism
Seeking
Rights
Respecting
Justice
Imposing