Organizational Behavior Chapter 5 Summary

Chapter 5 learning is a process by which individuals cook and interpret their sensory impressions in order to give meaning to their environment. messs 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 Theory Judging Others Our perception and judgment of others ar significantly twistd by our assumptions of the other peoples internal states.When individuals observe behavior, they attempt to condition whether it is internally or externally ca-cad. Internal causes are under that mortals control. External causes are not person forced to deport in that way. Causation judged through Distinctiveness &8212 Shows several(predicate) behaviors in different situations. gypsensus &8212 Response is the equal as others to same situation. Consistency &8212 Responds in the same way over time. Errors and yieldes in AttributionsFundamental Attribution Error Blame on people archetypical, then situation. 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. annulus/Devil Effect draw general impression on wiz of their trait. XX?? Contrast Effect &8212 evaluation of someones characteristics that are affected by comparing with other who rank elevateder or lower on the same characteristic Another Shortcut StereotypingProfiling realize of stereotyping which member of a group based on a single, usually racial traits Specific Shortcut Applications in Organization Employment Interviews perceptual biases raters affect the accuracy of interviewers judgments, formed in a glance, 1/10 of a second Performance Expectation Self-fulfilling prophecy (Pygmalion effect) &8212 lower or higher expectation of leader leads to productivity of employees, critical impact for employees. Perception and Individual end do Problem is a perceive d variant between the current state of affairs and esired state Decisions are do from among alternatives set outed from data Therefore, problems mustiness be recognized and data must be selected and evaluated. Decision fashioning Models in Organizations Rational Decision Making the perfect world model, assumes complete information, all options known and max final payment Bounded Reality real world model, seek satisfactory and suitable solutions from limited data and alternatives Intuition a non-conscious process created from distilled exp that results in supple finis. (usually are favorable decisions) Common Biases and Errors in Decision-MakingOverconfidence Bias believe too overmuch in own ability to make unsloped decision, especially outside of own expertise Anchoring Bias &8212 Using early, first received info as basis for making subsequent judgments impediment Bias selecting and using only facts that support our decision Availability Bias &8212 emphasizing info that mostly readily at hand Escalation of allegiance Increasing commitment to a decision in spite of try out that its wrong Randomness Error creating meaning out of random event, superstitions Winners Curse higher bidder pay too much due to overestimation Hindsight Bias believe it could be accurately predicted in advance after outcome is known Individual Differences in Decision Making Personality Conscientiousness may affect escalation of commitment. Achievement strivers are presumable to increase commitment, while dutiful people are less to confuse this bias. High self-esteem people are susceptible to self-serving bias. sexual activity Women analyze 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 allow for make the decision with the greatest personal payoff for them Formal jurisprudence limit the alternative choices of decision makers System-imposed Time ConstraintsRestrict ability to receive 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 pass on efficiency and productivity Con ignore individual rights, esp. minority Rights decision consistent with fundamental liberties and privileges, respect and protects rights of individuals Pro protect individual from harm, wield rightsCon create overly legalistic work environment Justice imposing and enforcing the rules clean and impartially, equitable distribution of benefit and costs Pro protect the interests of weaker members Con sense of entitlement rises Improving creativity in Decision Making Creativity ability to produce novel and useful ideas. People who score high in Openness to Exp, i ntelligent, independent, self-confident, risk-taking, have an internal locus-of-control, tolerant of ambiguity, low contend for structure and preserve the frustration face The Three-Component Model of Creativity proffer that individual creativity results from a mixture of three components Expertise foundationCreative intellection Skills personality characteristics associated with creaticity Intrinsic Task Motivation The desire to do the craft because of its characteristics orbiculate Implications Attributions heathenish differences in the ways people attribute cause to observed 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 global honest 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.