Feb' 14

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Feb. 14 19, 2002

• Administrivia
• Check roll with seating chart
• Collect Mgt Skills 2

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Ch. 5 Perception and Individual Decision Making
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Key Concepts

• Perception
• Attribution
• Perceptual biases
• Decision-making models
• Ethical dilemmas

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Factors ThatInfluence Perception
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Perceiver Factors

• Attitudes (recall chapter 3)
• Interests
• Experience
• Expectations
• Physical ability (not in book take off glasses)
• Unsatisfied needs (motives, well see in ch. 6)

Ask student to give examples of things that they
think affect their perception. What do they
notice around the Unistructure?
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Target Factors

• Novelty
• Motion (walk around class room)
• Sounds (whisper)
• Size (write on board very small, very large)
• Background
• Proximity
• Similarity (guys with hats all look alike!)

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Situation Factors

• General context (e.g., work vs. social)
• Noise or other distractions
• Lighting (never forget the obvious!)

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Perception ? Attribution

• Attribution refers to our tendency to assign a
  cause to behaviors
• There are only two types of basic attributions
• Internal it was something about the person that
  led to this behavior
• External it was something about the situation
  that led to this behavior

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(No Transcript)
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Attribution Biases

• Fundamental attribution error
• Self-serving bias
• Beware of cultural differences in frequency of
  these biases! (Hofstede individualism v.
  collectivism, particularly for fundamental
  attribution error)

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Perceptual Shortcuts (Biases)
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Applications in organizations

• Selection
• Evaluation
• Assignments
• Rewards

The self-fulfilling prophecy problem
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Tuesday, Feb. 19, 2002

• Administrivia
• Exam next class, Ch. 1, 3, 4, 5
• Bring a pencil for scantron portion

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Key Concepts

• Perception
• Attribution
• Perceptual biases
• Decision-making models
• Ethical dilemmas

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Perception Decision Making
Awareness and Recognition of Problems
Interpretation and Evaluation of Information
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Decision making models

• Rational
• Bounded rationality
• Intuition
• Political

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Rational Model of Decision Making
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Assumptions of the Rational Decision Making Model
One Problem Clarity
Four Constant Preferences
Five No Constraints
Two Known Options
Three Clear Preferences
Six Maximum Payoff
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A Model of Bounded Rationality
Ascertain the Need for a Decision
Select a Few Criteria
Identify a Limited Set of Alternatives
Compare Alternatives Against Criteria
Select the First Good Enough Choice
Yes
Simplify the Problem
Expand Search for Alternatives
A Satisficing Alternative Exists
No
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Intuitive decision making

• High uncertainty levels
• Little precedent
• Hard to predictable variables
• Limited facts
• Unclear sense of direction
• Analytical data is of little use
• Several plausible alternatives
• Time constraints

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Political model of decision making

• Context
• Self-interest

Recall Machiavellianism personality trait
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Two Important Decision-Making Phases
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Making Choices in the Workplace
Availability Heuristic
Representative Heuristic
Escalation of Commitment
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Skip if needed
Decision-Making Styles
High
Analytic
Conceptual
Tolerance for Ambiguity
Behavioral
Directive
Low
Way of Thinking
Rational
Intuitive
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Organizational Constraints
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(No Transcript)
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Ethics in Decision-Making
Utilitarian (Ego, Rule, Act)
Rights
Justice
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Ethical Dilemma, p. 150

• Pay a bribe?
• Steal from company?
• Falsify your expense account?
• Falsify your identity?
• Your friend is a thief?

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Perception Point - Counterpoint

• Sell your company

• Realistic job preview

What would you do? Ethical implications?
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Skilled Decision Making

• Analyze the context and the problem
• Match decision making style to situation
• Dont focus only on the obvious
• Be alert to potential biases