Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,Copyright Pearson Australia(a division of Pearson Australia Group Pty Ltd)9781442528550/Robbins/Organisational Behaviour/6th edition,Chapter 6,Perception and Individual decision making,After studying this chapter,you should be able to:,Explain how two people can see the same thing and interpret it differently.,List three determinants of attribution.,Describe how shortcuts can assist in or distort our judgment of others.,Explain how perception affects the decision-making process.,Outline the six steps in the rational decision-making model.,Describe the actions of a bounded-rational decision maker.,List and explain the common decision biases or errors.,Identify the conditions in which individuals are most likely to use intuition in decision making.,Contrast the three ethical decision criteria.,Learning Objectives,What Is Perception,and Why Is It Important?,Perception,A process by which individuals organise and interpret their sensory impressions in order to give meaning to their environment.,Peoples behaviour is based on their perception of what reality is,not on reality itself.,The world as it is perceived is the world that is behaviourally important.,Factors thatInfluence Perception,Exhibit 6.1,Distinctiveness:,Shows different behaviours in different situations.,Consensus:,Response is the same as others to same situation.,Consistency:,Responds in the same way over time.,Attribution Theory,When individuals observe behaviour,they attempt to determine whether it is internally or externally caused.,Person Perception:Making Judgments About Others,Attribution Theory,Exhibit 6.2,Fundamental Attribution Error,The tendency to underestimate the influence of external factors and overestimate the influence of internal factors when making judgments about the behaviour of others,In general,we tend to blame the person first,not the situation.,Errors and Biases in Attributions,Self-Serving Bias,The tendency for individuals to attribute their own successes to internal factors while putting the blame for failures on external factors,Thought,:When students get an A on an exam,they often say they studied hard.But when they dont do well,how does the self-serving bias come into play?,Hint,:Whose fault is it usually when an exam is tough?,Errors and Biases in Attributions(contd),Selective Perception,People selectively interpret what they see on the basis of their interests,background,experience,and attitudes.,Frequently Used Shortcuts in Judging Others,Halo Effect,Drawing a general impression about an individual on the basis of a single characteristic,Contrast Effects,Evaluation of a persons characteristics that are affected by comparisons with other people recently encountered who rank higher or lower on the same characteristics,Frequently Used Shortcuts in Judging Others,Projection,Attributing ones own characteristics to other people,Stereotyping,Judging someone on the basis of ones perception of the group to which that person belongs,Frequently Used Shortcuts in Judging Others,Specific Applications in Organisations,Employment Interview,Perceptual biases of raters affect the accuracy of interviewers judgments of applicants,Performance Expectations,Self-fulfilling prophecy(Pygmalion effect):The lower or higher performance of employees reflects preconceived leader expectations about employee capabilities.,Ethnic Profiling,A form of stereotyping in which a group of individuals is singled outtypically on the basis of race or ethnicityfor intensive inquiry,scrutinising,or investigation,Performance Evaluations,Appraisals are often the subjective(judgmental)perceptions of appraisers of another employees job performance.,Perception of the Decision Maker,Outcomes,Problem,A perceived discrepancy between the current state of affairs and a desired state,Decisions,Choices made from among alternatives developed from data perceived as relevant,The Link Between Perceptions and Individual Decision Making,Model Assumptions:,Problem clarity,Known options,Clear preferences,Constant preferences,No time or cost constraints,Maximum payoff,Rational decision-making model,Describes how individuals should behave in order to maximise some outcome,Assumptions of the Rational Decision-making Model,Define the problem,Identify the decision criteria,Allocate weights to the criteria,Develop the alternatives,Evaluate the alternatives,Select the best alternative.,Steps in the Rational Decision-making Model,Exhibit 6.3,Assumptions of the,Rational Decision-making Model,Problem clarity,Known options,Clear preferences,Constant preferences,No time or cost constraints,Maximum payoff,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:,Copyright,1997,by The Regents of the University of California.R