2. ⢠Explain how two people can see the same thing and
interpret it differently.
⢠List three determinants of attribution.
⢠Describe how shortcuts can assist in or distort our
judgment of others.
⢠Explain specific perception applications in
organization.
⢠Identify ways to reduce bias and errors.
⢠Outline the six steps in the rational decision-making
model.
⢠Describe the actions of a bounded decision maker.
⢠Identify the conditions in which individuals are most
likely to use intuition in decision making.
⢠Define heuristics and explain how they bias
decisions.
⢠Contrast group decision making techniques.
3.
4.
5.
6.
7. A process by which individuals
organize and interpret their sensory
impressions in order to give meaning
to their environment.
8. ⢠Peopleâs 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.
9.
10.
11. An attribution theory in which people
make causal inferences to explain why
other people and ourselves behave in a
certain way. It is concerned with both
social perception and self-perception
18. A self-serving bias is the common habit of a
person taking credit for positive events or
outcomes, but blaming outside factors for
negative events. This can be affected by age,
culture, clinical diagnosis, and more. It tends to
occur widely across populations.
For example:
A student gets a good grade on a test and tells
herself that she studied hard or is good at the
material. She gets a bad grade on another test
and says the teacher doesnât like her or the test
was unfair.
19.
20. Selective perception is a very common
cognitive distortion that affects your
perception. It makes you see, listen, or
focus your attention on a stimulus
based on your expectations, without
taking into account the rest of the
information.
For example: when youâre waiting for
someone and you think you know which
direction theyâll be coming from.
21.
22. A type of cognitive bias in which an overall
positive impression of a person influences how
their individual traits or behaviors are perceived.
The effect is called "halo" because the positive
impression acts like a halo, casting a positive
light on everything about the person.
For example, if someone is perceived as
attractive, they may also be seen as intelligent,
kind, and capable, even if there is no evidence to
support these assumptions. The halo effect can
lead to inaccurate judgments and perceptions of
individuals, as well as unfairly favorable or
unfavorable treatment based on initial
impressions.
23.
24. A psychological defense mechanism in which
an individual attributes their own
unacceptable thoughts, feelings, or
motivations onto someone else. It's a way of
avoiding self-awareness or self-discovery of
unpleasant or unacceptable aspects of
oneself by projecting them onto others.
For example, if a person is feeling insecure
about their own abilities, they may project
their insecurity onto others by criticizing their
abilities. This can lead to conflict and
miscommunication in relationships, as well as
an inaccurate perception of others and self.
25. The process of making assumptions
about a group of people based on
limited information or characteristics,
such as race, ethnicity, gender,
nationality, or other group membership.
These assumptions often involve
oversimplification, generalization, and a
lack of individual consideration.
28. Perceptual biases of assessors or
interviewers will affect the accuracy of
interviewersâ judgments of the job
applicants. In the four to five minutes
interview, the interviewers will make
decision to hire or not to hire the job
candidates.
29. Performance Expectations is founded
on the idea of a self-fulfilling prophecy
(Pygmalion effect): An employee's
performance either meets or exceeds
the expectations of the boss on their
potential.
Self-fulfilling prophecy is a phenomenon where a
person's expectations of someone or something
influences their behavior in such a way that it leads to
fulfilling the expectation. The Pygmalion effect is a
specific example of a self-fulfilling prophecy, where
high expectations lead to improved performance.
30.
31. Performance Evaluations and performance
appraisals are often being influenced based
on the subjective (judgmental) perceptions
of appraisers by comparing an individual
job performance and another employeeâs
job performance.
For example, a female employee may be
evaluated more harshly than a male
employee for the same actions, even
though their performance is the same.
32. An assessment of individualâs high or low
effort is a subjective judgment subjected
to perceptual distortion and bias of the
perceiver.
33. Focus on goals
Look for
information that
disconfirms beliefs
Donât try to create
meaning out of
random events
Increase options
34. We need to focus on clear and
objective goals. Clear and objective
goals make decision making easier.
35. Looking for information that disconfirms
beliefs can help us in making decisions.
Overtly considering ways we could be
wrong challenges our tendencies to
think weâre smarter than we actually
are.
36.
37. We have to teach ourselves to
increase a lot of alternatives. The
number and diversity of alternatives
generated increases the chance of
finding an outstanding decision.
41. How individuals make decision is largely
influenced by their perceptions. Decision
making occurs as a reaction to a problem.
Every decision requires us to interpret and
evaluate information, someone's problem
can be someone else's satisfaction.
46. The Steps in Rational
Decision-Making Model
Define or identify the problem.
A problem is a discrepancy between
an existing and a desired state of
affairs.
Example:
We know that you want to buy
a new car.
Identify the decision
criteria.
Decision criteria are criteria or
factors that define what is
relevant in a decision.
Example:
You need to identify the criteria
of buying a new car.
47. The Steps in Rational
Decision-Making Model
Allocate weights to the
criteria.
Assign a weight to each of the
items in order to give each item
accurate priority in the decision.
Example:
You need to decide how important
each factor is to your decision.
Develop the alternatives.
Identify or list all of the possible
alternatives that could resolve the
problem.
Example:
You need to generate all
alternatives about your options.
48. The Steps in Rational
Decision-Making Model
Evaluate and analyze the
alternatives.
Rating each alternative on each
criterion by looking at the
strengths and weaknesses.
Example:
You need to use this information
to evaluate each alternative
against the criteria you have
established.
Select the best alternative.
Choose the best alternative that
rank the highest score.
Example:
You choose the best alternative.
49. The Steps in Rational
Decision-Making Model
Implement the best alternative.
Putting the decision into action and
putting commitment into the decision.
Example:
You would go out and buy your
new car.
Evaluation of decision
effectiveness.
Do evaluation after sale service of
your car.
Example:
If you purchase a car and have
nothing but problems with it, you
will be less likely to consider the
same make and model when
purchasing a car the next time.
55. Example
Mrs. Antle has to make a decision. However, itâs a bit like looking for a
needle in a haystack. There is so much information that needs to be
compiled to even start to come to a satisfactory decision.
In such a situation, it is virtually impossible for any CEO to make an
optimal decision. They have to first compile useful information, but they
may be unaware of other information that may, in fact, be useful. Perhaps
something an average worker knows that would greatly improve
operations.
57. Limited search for
criteria and alternatives
â refers to familiar
criteria and easily
found alternatives.
Limited review of
alternatives â focus
alternatives by looking
at similar alternatives
to those already in
effect.
Satisficing â selecting
the first alternative
that is âgood
enoughâ.
3 steps of Decision
Making in Bounded
Rationality
73. Interacting group
the most commonly used format for
decision-making groups. Typically, a
leader presents a problem and the
group discusses i t; there is no
prearranged structural format and
group members are permitted to
interact in any manner. Decisions are
often based on a majority rule
vote.
Brainstorming
This technique includes a group of
people, mostly between five and ten
in number, sitting around a table,
producing ideas in the form of free
association. The main focus is on
generation of ideas and not on
evaluation of these ideas.
74. Nominal group
technique
This technique is similar to
brainstorming except that this
approach is more structured. It
motivates individual creativity. Members
form the group for namesake and
operate independently, originate ideas
for solving the problem on their
own, in silence and in writing.
Electronic meeting
A type of nominal group technique
in which participants are linked by
computer such as a video conference
through google meet, zoom, WebEx
and Microsoft teams.
75. The steps of Nominal
Group technique
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