The document outlines 10 learning objectives for a chapter on perception and decision-making. It discusses how perception affects judgments of others and decisions. There are several models presented, including rational decision-making which involves 6 steps, bounded rationality, and 4 decision styles. Biases, shortcuts, and heuristics can influence perceptions and decisions. Organizational factors like rewards and evaluations also shape decision-making. Culture further impacts the decision process.

2. After studying chapter five and
listening to my lecture,you should be
able to:
1. Explain how two people can see the same
thing and interpret it differently.
2. List three determinants of attribution.
3. Describe how shortcuts can assist in or
distort our judgment of others.
4. Explain how perception affects the decision-
making process.
5. Outline the six steps in the rational decision-
making model.
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3. Outline continues:
6. Describe the action of a boundedly rational
decision maker.
7. Identify the conditions in which individuals are
most likely to use intuition in decision making.
8. Describe four styles of decision making.
9. Define heuristics and explain how they bias
decisions.
10. Contrast the three ethical decision criteria.
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(cont’d)

4. What Is Perception, and Why Is It Important?
•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.

5. Factors That
Influence
Perception
E X H I B I T 5-1

6. Person Perception: Making Judgments About
Others
Distinctiveness: shows different behaviors in different situations.
Consensus: response is the same as others to same situation.
Consistency: responds in the same way over time.

7. Attribution Theory E X H I B I T 5-2

8. Errors and Biases in Attributions

9. Errors and Biases in Attributions (cont’d)

10. Frequently Used Shortcuts in Judging Others

11. Frequently Used Shortcuts in Judging Others

12. Frequently Used Shortcuts in Judging Others

13. Specific Applications in Organizations
 Employment Interview
– Perceptual biases affect the accuracy of interviewers’
judgments of applicants.
 Performance Expectations
– Self-fulfilling prophecy (pygmalion effect): The lower or
higher performance of employees reflects preconceived
leader expectations about employee capabilities.
 Performance Evaluations
– Appraisals are subjective perceptions of performance.
 Employee Effort
– Assessment of individual effort is a subjective
judgment subject to perceptual distortion and bias.

14. The Link Between Perceptions and Individual
Decision Making
Perceptions
of the
decision
maker
Outcomes

15. Assumptions of the Rational Decision-Making
Model
1. Problem clarity
2. Known options
3. Clear preferences
4. Constant
preferences
5. No time or cost
constraints
6. Maximum payoff

16. Steps in the Rational Decision-Making Model
E X H I B I T 5-3

17. How Are Decisions Actually Made in
Organizations

18. Decision-Style Model
E X H I B I T 5-5

19. Organizational Constraints on Decision Makers
 Performance Evaluation
– Evaluation criteria influence the choice of actions.
 Reward Systems
– Decision makers make action choices that are favored
by the organization.
 Formal Regulations
– Organizational rules and policies limit the alternative
choices of decision makers.
 System-imposed Time Constraints
– Organizations require decisions by specific deadlines.
 Historical Precedents
– Past decisions influence current decisions.

20. Cultural Differences in Decision Making
 Problems selected
 Time orientation
 Importance of logic and rationality
 Belief in the ability of people to solve problems
 Preference for collect decision making