1. Factors That Influence Perception
Situation
Target
Perceiver
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Chapter 5

2. 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

3. 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

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

5. 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

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

7. 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

8. 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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Chapter 5

9. Decision-Making Styles Tolerance for Ambiguity
High
Analytic
Conceptual
Tolerance for Ambiguity
Directive
Behavioral
Low
Rational
Way of Thinking
Intuitive
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Chapter 5

10. Decision Making Style

11. Organizational Constraints
Performance
Evaluation
Reward
System
Organizational Constraints
Programmed
Routines
Historical
Precedents
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Chapter 5

12. Cultural Differences Problem Identification The Value of Rationality
Time
Orientation
Groups or
Individuals
Cultural
Differences
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Chapter 5