ORGANIZATIONAL BEHAVIOR

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What
What is
is Perception
Perception and
and Why
Why is
is itit Important?
Important?
 Perception is a process by which individuals
organize and interpret their sensory impressions
in order to give meaning to their environment.
 It’s important because people’s behavior is based
on their perception of what reality is, not on
reality itself.
 The Perceiver – attitudes, motives, interests,
experiences, expectations
 The Target – novelty, motions, sounds, size,
background, proximity, similarity
 The Situation – time, work setting, social
situation
Attribution
Attribution Theory
Theory
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.

Self-Serving Bias

 The tendency for individuals to attribute their

own successes to internal factors while putting
the blame for failures on external factors.
Shortcuts
Shortcuts in
in Judging
Judging Others
Others
Selective Perception
 People selectively interpret what they see on the basis of their
interest, background, experience, and attitudes.

Halo Effect
 Drawing a general impression about an individual on the basis of
a single characteristic.

Contrast Effects
 Comparisons with other people recently encountered who rank
higher or lower on the same characteristics.

Projection
 Attributing one’s own characteristics to other people

Stereotyping
 Judging someone on the basis of one’s perception of the group to
which that person belongs.
Specific
Specific Applications
Applications in
in Organizations
Organizations
 Employment Interview
– Perceptual biases affect the accuracy of interviewers’
judgments of applicants.
 Performance Expectations
– Self-fulfilling prophecy (pygmalion effect): The lower or
higher performance of employees reflects preconceived
expectations about employee capabilities.
 Performance Evaluations
– Appraisals are subjective perceptions of performance.
 Employee Effort
– Assessment of individual effort is a subjective
judgment subject to perceptual distortion and bias.
Assumptions
Assumptions of
of the
the Rational
Rational Decision-Making
Decision-Making
Model
Model

1.
1. Problem
Problemclarity
clarity
2.
2. Known
Knownoptions
options
3.
3. Clear
Clearpreferences
preferences
4.
4. Constant
Constant
preferences
preferences
5.
5. No
Notime
timeor
orcost
cost
constraints
constraints
6.
6. Maximum
Maximumpayoff
payoff
So,
So,how
howare
aredecisions
decisions actually
actuallymade
madein
inorganizations?
organizations?

 Bounded Rationality
Individuals make
decisions by constructing
simplified models that
extract the essential
features from problems
without capturing all their
complexity.

 Intuitive Decision Making

Intuition = an
unconscious process
created out of distilled
experience.
How
How Are
Are Decisions
Decisions Actually
Actually Made
Made in
in
Organizations
Organizations (cont’d)
(cont’d)
 How and why are some problems identified?
– Visibility over importance of problem
• Attention-catching, high profile problems
• Desire to “solve problems”
– Self-interest (if problem concerns decision maker!)
 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.
Organizational
Organizational Constraints
Constraints on
on Decision
Decision Makers
Makers
 Performance Evaluation
– Evaluation criteria influence the choice of actions.
 Reward Systems
– Decision makers make action choices that are favored
by the organization.
 Formal Regulations
– Organizational rules and policies limit the alternative
choices of decision makers.
 System-imposed Time Constraints
– Organizations require decisions by specific deadlines.
 Historical Precedents
– Past decisions influence current decisions.
Making
Making Choices
Choices
 Many decision makers rely on heuristics or
judgmental shortcuts in decision making.
 Availability Heuristic -- base judgments on
information readily available to you.
 Representative Heuristic -- Assess the likelihood
of an occurrence by drawing analogies and
seeing identical situations in which they don’t
exist.
 Escalation of Commitment --an increased
commitment to a previous decision in spite of
negative information
Summary
Summaryand
andImplications
Implicationsfor
forManagers
Managers

 Perception

- Individuals behave based on what they see or

believe reality to be.
- Evidence suggests that what individuals perceive
from their work situation will influence their
productivity more than will the situation itself.
- Absenteeism, turnover, and job satisfaction are
also reactions to the individual’s perceptions.
Summary
Summary (continued)
(continued)
 Individual Decision Making

- Individuals think and reason before they act.

- Under some decision situations, people follow the rational
decision- making model. However, this doesn’t happen
very often…

So, what can managers do to improve their decision

making?
- Analyze the situation.
- Be aware of biases.
- Combine rational analysis with intuition.
- Don’t assume that your specific decision style is
appropriate for every job.
- Use creativity-stimulation techniques when possible.