Factors That Influence Perception Situation Target Perceiver Prentice Hall, 2001 Chapter 5

Perception Shortcuts and Organizational Activities Selective Perception The Employment Interview Performance Expectations (self- fulfilling prophecy) Performance Evaluations Employee Effort Employee Loyalty Halo Effect Contrast Effect Projection Stereotyping

Attribution Theory and Individual Behavior Interpretation Attribution of Cause Observation High External Distinctiveness Attribution Theory and Individual Behavior Low Internal High External Consensus Low Internal High External Consistency Low Internal Prentice Hall, 2001 Chapter 5

Attribution - Where we go wrong Success Failure Selves Internal External Self-Serving Bias Self-Serving Bias Others External Internal Fundamental Attribution Error

Rational Model of Decision Making Problem Identify and Define Problem Develop Alternatives A1 A2 A3 A4 An Evaluate + Criteria Weight the Criteria T E C H Set Decision Choice Make Optimal Decision Prentice Hall, 2001 Chapter 5

Assumptions of the Model One: Problem Clarity Four: Constant Preferences Two: Known Options Five: No Constraints Three: Clear Preferences Six: Maximum Payoff Prentice Hall, 2001 Chapter 5

A Model of Bounded Rationality Ascertain the Need for a Decision Select 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 Prentice Hall, 2001 Chapter 5

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 Prentice Hall, 2001 Chapter 5

Decision-Making Styles Tolerance for Ambiguity High Analytic Conceptual Tolerance for Ambiguity Directive Behavioral Low Rational Way of Thinking Intuitive Prentice Hall, 2001 Chapter 5

Decision Making Style

Organizational Constraints Performance Evaluation Reward System Organizational Constraints Programmed Routines Historical Precedents Prentice Hall, 2001 Chapter 5

Cultural Differences Problem Identification The Value of Rationality Time Orientation Groups or Individuals Cultural Differences Prentice Hall, 2001 Chapter 5