1. Chapter 6 perception and individual decision making
Feras Gari
Badr Algadheb

2. Perception & factors that influence it
Perception is a process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment. People’s 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.

3. Making Judgments About Others
Attribution theory
How do we attach meaning to other's behavior, or our own?  This is called attribution theory. For example, is someone angry because they are bad-tempered or because something bad happened?
Common shortcut in judging others
Selective Perception: People selectively interpret what they see on the basis of their interests, background, experience, and attitudes.
Halo Effect: Drawing a general impression about an individual on the basis of a single characteristic.
Contrast Effects: Evaluation of a person’s characteristics that are affected by comparisons with other people recently encountered who rank higher or lower on the same characteristics.
Stereotyping: Judging someone on the basis of one’s perception of the group to which that person belongs.

4. Decision Making in Organizations
Rational decision making:
Describes how individual should behave in order to maximize some outcome
Steps in Rational Decision
Define the problem
Identify decision criteria
Weight the criteria
Generate alternatives
Rate each alternative on each criterion
Compute the optimal decision
Bounded Rationality
Intuition

5. Individual Differences & Organizational Constraints
Personality
Gender
Mental Ability
Organizational Constraints
Performance evaluation
Reward system
Formal regulations

6. Chapter 7 motivation concepts
Feras Gari
Badr Algadheb

7. Motivation & Early Theories
the processes that account for an individual's intensity, direction, and persistence of effort toward attaining a goal.
Early Theories
Hierarchy of needs theory
Physiological
Safety
Social
Esteem
Self-actualization
Theory X and Theory Y

8. Early Theories Cont Two-factor theory McClelland’s theory of needs
The two factor theory believes in that individual’s relationship is basic and that attitude toward work can very well determine success or failure.
McClelland’s theory of needs
A theory that states achievement, power, and affiliation are three important needs that help explain motivation.

9. Contemporary theories of Motivation
Self-determination Theory :
a theory of human motivation and personality, concerning peoples inherent growth tendencies and their innate psychological needs
Goal setting:
is a motivational technique that uses specific, challenging, and acceptable goals and provides feedback to enhance performance
Self efficacy theory:
refer s to an individuals belief that he or she is capable of preforming task

10. Contemporary theories of Motivation
Reinforcement theory:
is a limited effects media model applicable with the realm of communication.
Equity theory:
process theory that states that motivation stems from a comparison of the inputs that invests in a job and the outcomes one receives in comparison with others input
Expectancy theory:
is the belief that motivation is determined by the outcomes that people expect to occur as a result of their actions on the job

11. Chapter 8 motivation from concepts to applications
Feras Gari
Badr Algadheb

12. Job Characteristics Model
Skill variety:
Requirements for different tasks& activities in the job.
Task identity:
Completion of a whole &identifiable piece of work.
Task significance:
The job’s impact on others.
Autonomy:
degree to which a job provides the worker freedom, independence, and discretion in decision making.
Feedback:
Amount of direct and clear information on performance

13. Alternative Work Arrangements
Flextime:
Employees work during a common core time period each day but have discretion in forming their total workday from a flexible set of hours outside the core
Job Sharing:
The practice of having two or more people split a 40-hour-a-week job
Telecommuting:
Employees do their work at home at least two days a week on a computer that is linked to their office

14. Employee Involvement Employee Involvement: Participative management:
A participative process that uses the input of employees and is intended to increase employee commitment to an organization's success.
Participative management:
Is a process in which subordinates share a significant degree of decision making power with their immediate superiors.
Representative Participation
Is a system in which workers participation in organizational decision making through a small group of representative employees.

15. Rewards to Motivate Imployees
Piece rate pay plan
which is a pay plan in which workers are paid a fixed sum for each unit of production completed.
Merit based pay plan
is a pay plan based on performance appraisal ratings.
Bonus
is a pay plan that rewards employees for recent performance rather than historical performance.
Skill based pay
is a pay plan that sets pay levels on the basis of how many skills employees have or how many jobs they can do.
Profit sharing plan
an organization wide program that distributed compensation based on some established formula designed around a company's profitability.

16. Chapter 9 foundations of group behavior
Feras Gari
Badr Algadheb

17. Defining and Classifying Groups
Two or more individuals interacting and interdependent, who have come together to achieve particular objectives.
Formal group:
A designated work group defined by the organization’s structure.
Informal group:
A group that is neither formally structured now organizationally determined; appears in response to the need for social contact.
Command group:
A group composed of the individuals who report directly to a given manager.
Task group:
Those working together to complete a job or task.
Interest group:
Those working together to attain a specific objective with which each is concerned.
Friendship group:
Those brought together because they share one or more common characteristics

18. The Five-Stage Model of Group Development
Forming Stage:
the first stage in group development, characterized by much uncertainty.
Storming Stage:
the second stage in group development, characterized by intra group conflict.
Norming Stage:
the third stage in group development, characterized by close relationships and cohesiveness.
Performing Stage:
the fourth stage in group development, when the group is fully functional.
Adjourning Stage:
the final stage in group development for temporary groups, characterized by concern with wrapping up activities rather than performance.

19. Group Properties Roles: Norms:
A set of expected behavior patterns attributed to someone occupying a given position in a social unit.
Norms:
Acceptable standards of behavior within a group that are shared by the group’s members.

20. Group Properties Status: Social Loafing: Cohesiveness:
A socially defined position or rank given to groups or group members by others.
Social Loafing:
The tendency for individuals to expend less effort when working collectively than when working individually.
Cohesiveness:
Degree to which group members are attracted to each other and are motivated to stay in the group.