Professional Documents
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Chapter 5
Organizational Behavior
Stephen P. Robbins
T E N T H E D I T I O N
Perception
A process by which individuals organize and interpret their
sensory impressions in order to give meaning to their environment.
Perception Behavior
Attribution Theory
When individuals observe behavior, they attempt to determine whether it is
internally or externally caused.
1.Internally - caused behaviors are those that are believed to be under the personal
control of the individual.
2.Externally - caused behavior seen as resulting from outside causes i.e., the person is
seen as having been forced into the behavior by the situation.
3.Example – If one of your employee is late for work, how will you perceive his
lateness, as a manager?
Self-Serving Bias
The tendency for individuals to attribute their own successes to
internal factors while putting the blame for failures on external
factors.
Example: Thought: When student gets an “A” on an exam, they often say
they studied hard. But when they don’t do well, how does the self serving
bias come into play?
Selective Perception
People selectively interpret what they see on the basis of their
interests, background, experience, and attitudes.
Selective perception allows us to “speed-read” others, but not
without the risk of drawing an inaccurate picture.
Dearborn & Simon’s perceptual study – 23 business executives,06
from sales, 05 from production, 04 from accounting & 08 from
miscellaneous functions.
Halo Effect
Drawing a general impression about an individual on the basis of a
single characteristic-appearance, intelligence etc.
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
Stereotyping
Judging someone on the basis of one’s perception of the group to
which that person belongs.
2. Performance Expectations:
1. Self-fulfilling prophecy (Pygmalion effect): The lower or
higher performance of employees reflects preconceived
leader expectations about employee capabilities.
3. Performance Evaluation:
1. Managers evaluate employees based on their
perception (objective easy – subjective difficult)
4. Employee Efforts:
1. As teachers expect their students to be hardworking and so do
managers expect their subordinates
KDR University, PA Faculty, Organizational Behavior
Chapter-1, Lecture by: Barai Mobarez
The
TheLink
LinkBetween
Between Perceptions
Perceptions and
and Individual
Individual Decision
Decision
Making
Making
Problem
A perceived discrepancy
between the current state of
affairs and a desired state. Perception
Perceptionofof
the
thedecision
decision
Decisions maker
maker
Choices made from among
alternatives developed from
data perceived as relevant.
Outcomes
KDR University, PA Faculty, Organizational Behavior
Chapter-1, Lecture by: Barai Mobarez
Steps
Steps in
in the
the Rational
Rational Decision-Making
Decision-Making Model
Model
Rational Decision-
Making Model
Model Assumptions
Describes how individuals should 1.Problem clarity
behave in order to maximize 2.Known options
some outcome. 3.Clear preferences
4.Constant preferences
5.No time or cost constraints
6.Maximum payoff
2. Known Options – decision maker is able to identify all the viable alternative,
also is aware of all the possible consequences of each alternative.
3. Clear Preferences – rationality assumes that the criteria & alternatives can
be ranked & weighted to reflect their importance.
4. Constant Preferences – specific decision criteria are constant & the weights
assigned to them are stable over time.
6. Maximum Payoff – rational decision maker will choose the alternative with
highest perceived value.
Creativity
Rational decision maker needs
creativity - the ability to produce
novel and useful ideas.
Three-Component
Model of Creativity
Proposition that individual creativity
requires expertise, creative-thinking
skills, and intrinsic task motivation.
Source: T.M. Amabile, “Motivating Creativity in Organizations,” California Management Review, Fall 1997, p. 43.
Bounded Rationality
Individuals make decisions by constructing
simplified models that extract the essential features
from problems without capturing all their complexity.
1. 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.
1. Randomness Error
– Creating meaning out of random events
1. Hindsight Bias
– Looking back, once the outcome has occurred, and believing
that you accurately predicted the outcome of an event
KDR University, PA Faculty, Organizational Behavior Source: A.J. Rowe and J.D. Boulgarides, Managerial Decision
Chapter-1, Lecture by: Barai Mobarez Making, (Upper Saddle River, NJ: Prentice Hall, 1992), p. 29.
Decision-Style
Decision-Style Model…..continued
Model…..continued
The basic foundation of the model is the recognition that people differ
along two dimensions.
First is their way of thinking. Some people are logical & rational.
They process information serially. In contrast some people are intuitive
& creative. They perceive things as a whole.
Second dimension addresses a person’s tolerance for ambiguity.
Some people have a high need to structure information in ways that
minimize ambiguity.
1. Problems selected
2. Time orientation
3. Importance of logic and rationality
4. Belief in the ability of people to solve problems
5. Preference for collective decision making
2.Rights
1. Respecting and protecting basic rights of individuals such as whistleblowers.
2. Pro: Protects individuals from harm; preserves rights
3. Con: Creates an overly legalistic work environment
3.Justice
1. Imposing and enforcing rules fairly and impartially.
– Pro: Protects the interests of weaker members
– Con: Encourages a sense of entitlement
KDR University, PA Faculty, Organizational Behavior
Chapter-1, Lecture by: Barai Mobarez
Ethics
Ethics in
in Decision
Decision Making
Making
Ethics and National Culture
1. There are no global ethical standards.
2. The ethical principles of global organizations that
reflect and respect local cultural norms are necessary
for high standards and consistent practices.
1. Focus on goals.
– Clear goals make decision making easier and help to eliminate
options inconsistent with your interests.
1. Look for information that disconfirms beliefs.
– Overtly considering ways we could be wrong challenges our
tendencies to think we’re smarter than we actually are.
1. Don’t try to create meaning out of random events.
– Don’t attempt to create meaning out of coincidence.
1. Increase your options.
– The number and diversity of alternatives generated increases
the chance of finding an outstanding one.
KDR University, PA Faculty, Organizational Behavior Source: S.P. Robbins, Decide & Conquer: Making Winning Decisions and Taking Control
Chapter-1, Lecture by: Barai Mobarez of Your Life (Upper Saddle River, NJ: Financial Times/Prentice Hall, 2004), pp. 164–68.
Summary
Summary and
and Implications
Implications
3. Can people be mistaken in their perceptions?
Shortcuts, such as:
1. attribution theory,
2. selective perception,
3. halo effect,
4. contrast effects,
5. projection, and stereotyping
are helpful and even necessary, but can and do get us in trouble.
3. One day your boss comes in and he’s nervous, edgy, and argumentative. The next day
he is calm and relaxed. Does this behaviour suggest that personality traits aren’t
consistent from day to day?
5. Give some examples of situations where expressingng emotions might enhance job
performance.
3. Compare your scores on the Learning About Yourself Exercises at the end
of the chapter. What conclusions could you draw about your group based
on these scores?