Ch05

ORGANIZATIONAL BEHAVIOR
S T E P H E N P. R O B B I N S
WWW.PRENHALL.COM/ROBBINS

T E N T H E D I T I O N

© 2003 Prentice Hall Inc. All rights reserved. PowerPoint Presentation by Charlie Cook

O B J E C T I V E S
AFTER STUDYING THIS CHAPTER,
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.
L E A R N I N G

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.
© 2003 Prentice Hall Inc.
All rights reserved. 5–2

O B J E C T I V E S (cont’d)
AFTER STUDYING THIS CHAPTER,
YOU SHOULD BE ABLE TO:

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.
L E A R N I N G

9. Define heuristics and explain how they bias
decisions.
10. Contrast the three ethical decision criteria.

What Is Perception, and Why Is It Important?
What Is Perception, and Why Is It Important?

••People’s behavior is
People’s behavior is
based on their
based on their
perception of what
perception of what
reality is, not on
reality is, not on
reality itself.
reality itself.
••The world as it is
The world as it is
perceived is the world
perceived is the world
that is behaviorally
that is behaviorally
important.
important.

Factors That
Factors That
Influence
Influence
Perception
Perception

©X 2003 Prentice Hall Inc.
E HIBIT 5-1


Person Perception: Making Judgments About
Person Perception: Making Judgments About
Others
Others

Distinctiveness: shows different behaviors in different situations.
Distinctiveness: shows different behaviors in different situations.
Consensus: response is the same as others to same situation.
Consensus: response is the same as others to same situation.
Consistency: responds in the same way over time.
Consistency: responds in the same way over time.

© Attribution TheoryInc.
Attribution Theory
2003 Prentice Hall EXHIBIT 5-2


Errors and Biases in Attributions
Errors and Biases in Attributions


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


Frequently Used Shortcuts in Judging Others


Specific Applications in Organizations
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
© 2003 Prenticesubject to perceptual distortion and bias.
judgment Hall Inc.

The Link Between Perceptions and Individual
The Link Between Perceptions and Individual
Decision Making
Decision Making

Perceptions
Perceptions
of the
of the
decision
decision
maker
maker

Outcomes

Assumptions of the Rational Decision-Making
Assumptions of the Rational Decision-Making
Model
Model

1.
1. Problem clarity
Problem clarity
2.
2. Known options
Known options
3.
3. Clear preferences
Clear preferences
4.
4. Constant
Constant
preferences
preferences
5.
5. No time or cost
No time or cost
constraints
constraints
6.
6. Maximum payoff
Maximum payoff

Steps in the Rational Decision-Making Model
Steps in the Rational Decision-Making Model

© 2003 Prentice Hall Inc. EXHIBIT 5-3


The Three Components of Creativity
The Three Components of Creativity



How Are Decisions Actually Made in
Organizations
Organizations


Organizations (cont’d)
Organizations (cont’d)
 How/Why problems are identified
– Visibility over importance of problem
• Attention-catching, high profile problems
• Desire to “solve problems”
– Self-interest (if problem concerns decision maker)
 Alternative Development
– Satisficing: seeking the first alternative that solves
problem.
– Engaging in incremental rather than unique problem
solving through successive limited comparison of
alternatives to the current alternative in effect.

Making Choices
Making Choices


Decision-Style Model
Decision-Style Model



Organizational Constraints on Decision Makers
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.

Cultural Differences in Decision Making
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


Ethics in Decision Making
 Ethical Decision Criteria
– Utilitarianism
• Seeking the greatest good for the greatest number.
– Rights
• Respecting and protecting basic rights of
individuals.
– Justice
• Imposing and enforcing rules fairly and impartially.


 Ethics and National Culture
– There are no global ethical standards.
– The ethical principles of global organizations that
reflect and respect local cultural norms are necessary
for high standards and consistent practices.


Ch05

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