people organization and leadership Module 2

PowerPointtoaccompanyPerceptionandindividualdecisionmakingRobbins,Judge,Millett,Waters-Marsh,OrganisationalBehaviour5e:©2008PearsonEducationAustralia2WhatIsPerception,andWhyIsItImportant?People’sbehaviourisbasedontheirperceptionofwhatrealityis,notonrealityitself.Theworldasitisperceivedistheworldthatisbehaviourallyimportant.PerceptionAprocessbywhichindividualsorganiseandinterprettheirsensoryimpressionsinordertogivemeaningtotheirenvironment.Robbins,Judge,Millett,Waters-Marsh,OrganisationalBehaviour5e:©2008PearsonEducationAustralia3FactorsthatInfluencePerceptionFigure5.1Robbins,Judge,Millett,Waters-Marsh,OrganisationalBehaviour5e:©2008PearsonEducationAustralia4SelectivePerceptionPeopleselectivelyinterpretwhattheyseeonthebasisoftheirinterests,background,experience,andattitudes.FrequentlyUsedShortcutsinJudgingOthersRobbins,Judge,Millett,Waters-Marsh,OrganisationalBehaviour5e:©2008PearsonEducationAustralia5HaloEffectDrawingageneralimpressionaboutanindividualonthebasisofasinglecharacteristicContrastEffectsEvaluationofaperson’scharacteristicsthatareaffectedbycomparisonswithotherpeoplerecentlyencounteredwhorankhigherorloweronthesamecharacteristicsFrequentlyUsedShortcutsinJudgingOthersRobbins,Judge,Millett,Waters-Marsh,OrganisationalBehaviour5e:©2008PearsonEducationAustralia6ProjectionAttributingone’sowncharacteristicstootherpeopleStereotypingJudgingsomeoneonthebasisofone’sperceptionofthegrouptowhichthatpersonbelongsFrequentlyUsedShortcutsinJudgingOthersRobbins,Judge,Millett,Waters-Marsh,OrganisationalBehaviour5e:©2008PearsonEducationAustralia7SpecificApplicationsinOrganisationsEmploymentInterviewPerceptualbiasesofratersaffecttheaccuracyofinterviewers’judgmentsofapplicantsPerformanceExpectationsSelf-fulfillingprophecy(Pygmalioneffect):Thelowerorhigherperformanceofemployeesreflectspreconceivedleaderexpectationsaboutemployeecapabilities.EthnicProfilingAformofstereotypinginwhichagroupofindividualsissingledout—typicallyonthebasisofraceorethnicity—forintensiveinquiry,scrutinising,orinvestigationRobbins,Judge,Millett,Waters-Marsh,OrganisationalBehaviour5e:©2008PearsonEducationAustralia8SpecificApplicationsinOrganisations(cont’d)PerformanceEvaluationsAppraisalsareoftenthesubjective(judgmental)perceptionsofappraisersofanotheremployee’sjobperformance.Robbins,Judge,Millett,Waters-Marsh,OrganisationalBehaviour5e:©2008PearsonEducationAustralia9ModelAssumptions:ProblemclarityKnownoptionsClearpreferencesConstantpreferencesNotimeorcostconstraintsMaximumpayoffRationaldecision-makingmodelDescribeshowindividualsshouldbehaveinordertomaximisesomeoutcomeAssumptionsoftheRationalDecision-makingModelRobbins,Judge,Millett,Waters-Marsh,OrganisationalBehaviour5e:©2008PearsonEducationAustralia101.Definetheproblem2.Identifythedecisioncriteria3.Allocateweightstothecriteria4.Developthealternatives5.Evaluatethealternatives6.Selectthebestalternative.StepsintheRationalDecision-makingModelFigure5.3Robbins,Judge,Millett,Waters-Marsh,OrganisationalBehaviour5e:©2008PearsonEducationAustralia11CreativityTheabilitytoproducenovelandusefulideasThree-ComponentModelofCreativityPropositionthatindividualcreativityrequiresexpertise,creative-thinkingskills,andintrinsictaskmotivationSource:Copyright©1997,byTheRegentsoftheUniversityofCalifornia.ReprintedfromTheCaliforniaManagementReview,vol.40,no.1.BypermissionofTheRegentsTheThreeComponentsofCreativityFigure5.4Robbins,Judge,Millett,Waters-Marsh,OrganisationalBehaviour5e:©2008PearsonEducationAustralia12BoundedRationalityIndividualsmakedecisionsbyconstructingsimplifiedmodelsthatextracttheessentialfeaturesfromproblemswithoutcapturingalltheircomplexity.Howaredecisionsactuallymadeinorganisations?Robbins,Judge,Millett,Waters-Marsh,OrganisationalBehaviour5e:©2008PearsonEducationAustralia13How/WhyproblemsareidentifiedVisibilityoverimportanceofproblemAttention-catching,highprofileproblemsDesireto'solveproblems'Self-interest(ifproblemconcernsdecisionmaker)AlternativeDevelopmentSatisficing:seekingthefirstalternativethatsolvestheproblemEngaginginincrementalratherthanuniqueproblem-solvingthroughsuccessivelimitedcomparisonofalternativestothecurrentalternativeineffectHowaredecisionsactuallymadeinorganisations?(cont’d)Robbins,Judge,Millett,Waters-Marsh,OrganisationalBehaviour5e:©2008PearsonEducationAustralia14IndividualDifferencesinDecisionMakingPersonalityAspectsofconscientiousnessAchievementstriving(likelytoescalatecommitment)Dutifulness(lesslikelytoescalatecommitment)HighselfesteemHighselfservingbiasGenderGenerally,womentendtoanalysedecisionsmorethanmen.Robbins,Judge,Millett,Waters-Marsh,OrganisationalBehaviour5e:©2008PearsonEducationAustralia15OrganisationalConstraintsonDecisionMakersPerformanceEvaluationEvaluationcriteriainfluencethechoiceofactionsRewardSystemsDecision-makersmakeactionchoicesthatarefavouredbytheorganisationFormalRegulationsOrganisationalrulesandpolicieslimitthealternativechoicesofdecisionmakersSystem-imposedTimeConstraintsOrganisationsrequiredecisionsbyspecificdeadlines