Prentice Hall, 2001Chapter 51 Perception and Individual Decision Making

Prentice Hall, 2001Chapter 52 Factors That Influence Perception SituationTargetPerceiver

Prentice Hall, 2001Chapter 53 Attribution of Cause Interpretation Observation Attribution Theory and IndividualBehavior External External External Internal Internal Internal Distinctiveness Consensus Consistency High Low High Low High Low

Prentice Hall, 2001Chapter 54 ContrastEffectContrastEffect Selective Perception Selective Perception Stereotyping Halo Effect Projection Frequently Used Shortcuts When Judging Others

Prentice Hall, 2001Chapter 55 Specific Applications in Organizations Employment interview Performance expectations Performance evaluation Employee effort Employee loyalty

Prentice Hall, 2001Chapter 56 Rational Model of Decision Making Problem Identify and Define Problem Develop Alternatives A1A1 A2A2 A3A3 A4A4 AnAn Evaluate Alternatives + A1A1 A1A1 A2A2 A2A2 AnAn AnAn Criteria Weight the Criteria T E C H Set Decision Criteria Choice Make Optimal Decision

Prentice Hall, 2001Chapter 57 Assumptions of the Model One: Problem Clarity One: Four: Constant Preferences Four: Five: No Constraints Five: Two: Known Options Two: Three: Clear Preferences Three: Six: Maximum Payoff Six:

Prentice Hall, 2001Chapter 58 The Three Components of Creativity Expertise Task Motivation Creativity Skills Creativity

Prentice Hall, 2001Chapter 59 A Model of Bounded Rationality Ascertain the Need for a Decision Simplify the Problem SelectCriteria Identify a Limited Set of Alternatives CompareAlternatives Against Criteria Expand Search for Alternatives Select the First “ Good Enough ” Choice A “ Satisficing ” AlternativeExists Yes No

Prentice Hall, 2001Chapter 510 Intuitive Decision Making u High uncertainty levels u Little precedent u Hard to predictable variables u Limited facts u Unclear sense of direction u Analytical data is of little use u Several plausible alternatives u Time constraints

Prentice Hall, 2001Chapter 511 AlternativeDevelopmentProblemIdentification Two Important Decision-Making Phases

Prentice Hall, 2001Chapter 512 AnalyticConceptual BehavioralDirective RationalIntuitive Way of Thinking High Low Tolerance for Ambiguity Decision-Making Styles

Prentice Hall, 2001Chapter 513 Organizational Constraints RewardSystem HistoricalPrecedentsProgrammedRoutines PerformanceEvaluation

Prentice Hall, 2001Chapter 514 ProblemIdentification The Value of RationalityTimeOrientation Groups or Individuals CulturalDifferences

Prentice Hall, 2001Chapter 515 Ethics in Decision-Making Utilitarian Rights Justice