组织行为学精要第十版chapter3 individual perception and decis

Essentials of Organizational Behavior, 10/eStephen P. Robbins & Timothy A. Judge

Chapter 3

Inpidual Perception and Decision-MakingCopyright © 2010 Pearson Education, Inc. 3-1

After studying this chapter, you should be able to:1. Define perception and explain the factors that influence it. 2. Identify the shortcuts inpiduals use in making judgments about others. 3. Explain the link between perception and decision making. 4. List and explain the common decision biases or errors. 5. Contrast the three ethical decision criteria. 6. Define creativity and discuss the three-component model of creativity.Copyright © 2010 Pearson Education, Inc. 3-2

PerceptionA process by which inpiduals organize and interpret their sensory impressions in order to give meaning to their environment.The world as it is perceived is the world that is behaviorally important.Copyright © 2010 Pearson Education, Inc. 3-3

Factors Influencing PerceptionPerceiverSituation Target

PerceptionCopyright © 2010 Pearson Education, Inc. 3-4

Perceiver the inpidual looking at a target who

attempts to interpret what is seen.

An inpidual’s personal characteristics filter and modify what is perceived. Three P’s.Copyright © 2010 Pearson Education, Inc. 3-5

Target the object being perceived. Characteristics of the target will affect how it is perceived.

Copyright © 2010 Pearson Education, Inc.

3-6

Situation the context in which the perception is

made.

The context (time, location, light, heat, the appropriateness of attire) can influence the extent of perception of a target.

Copyright © 2010 Pearson Education, Inc.

3-7

Person Perception the perceptions people form about each

other.

how people see each other can determine

how well these inpiduals can work together and indicate an organization’s level of potential conflict.

Copyright © 2010 Pearson Education, Inc.

3-8

Person Perception: Attribution TheorySuggests that perceivers try to “attribute” the observed behavior to a type of cause: Internal – behavior is believed to be under the personal control of the inpidual External –the person is forced into the behavior by outside events/causes

Copyright © 2010 Pearson Education, Inc.

3-9

Determinants of AttributionDistinctiveness – whether an inpidualdisplays different behaviors in different situations (the uniqueness of the act) similar situation respond in the same way as the inpidual did same way over time

Consensus – does everyone who faces a

Consistency – does the person respond the

Copyright © 2010 Pearson Education, Inc.

3-10

Determination of Attribution

Copyright © 2010 Pearson Education, Inc.

3-11

Attribution Errors Fundamental Attribution ErrorThe tendency to underestimate the influence of external factors and overestimate that of internal factors.

Self-Serving BiasOccurs when inpiduals overestimate their own (internal) influence

on successes and overestimate the external influences on their failures.Copyright © 2010 Pearson Education, Inc. 3-12

Shortcuts Used in Judging Others Selective Perception – a perceptual filtering process based on interests, background, and attitude. May allow observers to draw unwarranted conclusions from an ambiguous situation.

Halo Effect – drawing a general impression based on a single characteristic. Contrast Effects – our reaction is influenced by others we have recently encountered (the context of the observation). Stereotyping – judging someone on the basis of the perception of the group to which they belong.Copyright © 2010 Pearson Education, Inc. 3-13

The Link Between Perception and Decision MakingDecision making occurs as a reaction to a perceived problem Perception influences: Awareness that a problem exists The interpretation and evaluation of information Bias of analysis and conclusions

Copyright © 2010 Pearson Education, Inc.

3-14

Decisions and Problems Decisions: choosing from among two or

more alternatives to solve a problem or take advantage of an opportunity.

Problem: a discrepancy between some

current state of affairs and some desired state that requires a person to consider alternative courses of action.3-15

Copyright © 2010 Pearson Education, Inc.

Rational Decision-Making Model the theoretical method for optimal decision-making often taught in business schools. Rational: making consistent, value-

maximizing choices within specified constraints.

Copyright © 2010 Pearson Education, Inc.

3-16