This document summarizes key concepts around perception and decision making from an organizational behavior textbook. It discusses how perception influences behavior, factors that influence perception, common biases and errors in judgment, and how decisions are made in organizations. It also addresses individual and cultural differences in decision making and ways to improve decision making processes.
This document summarizes key aspects of individual decision making and perception from a chapter in an organizational behavior textbook. It discusses how perception influences behavior, common biases and shortcuts people use when judging others, and how decision making in organizations differs from the rational model. Specifically, it notes that bounded rationality and satisficing are common, and that biases, heuristics, politics and other constraints shape the identification of problems and development of alternatives in organizational decision making.
This chapter discusses perception, attribution theory, decision-making, and creativity. It defines perception and factors influencing it. Attribution theory and its three determinants are explained. Shortcuts like selective perception and stereotyping in judging others are identified. Decision-making models like rational and bounded rationality are contrasted, as are common decision biases. Individual and organizational influences on decision-making are also reviewed. Creativity is defined and a three-component model is discussed.
This document summarizes key concepts around perception, decision making, and judgment from organizational behavior. It covers how perception influences behavior, factors that influence perception, attribution theory, biases in judgment of others, shortcuts used to evaluate people, applications in employment and performance evaluation, rational and bounded rational models of decision making, intuition, decision styles, and ways to improve decision making.
This document discusses decision making and problem solving. It begins by defining decision making as choosing between alternatives. It then describes the classical model of rational decision making, involving gathering all information to logically choose the best alternative. However, the document notes that in reality, decisions are influenced by bounded rationality, incomplete information, political forces, intuition, and escalation of commitment. Group decision making is discussed, including advantages like more information but also disadvantages like compromise and groupthink.
Managerial decision making involves cutting off undesirable alternatives to select the best option. It is a complex process that requires analyzing problems, developing alternative solutions, and selecting and implementing a desired alternative. There are different models of decision making, including the classical, administrative, and political models, that take different approaches depending on factors like the level of certainty, risk, and organizational goals. Effective decision making follows a process of defining the problem, gathering information, developing and analyzing alternatives, selecting the best option, and evaluating outcomes.
1. The document discusses concepts related to decision making including different decision models, levels of decisions, and the rational decision making process.
2. It describes four decision making models - intuitive, predisposed, garbage can, and rational decision making. The rational model involves an 8 step process.
3. Decision levels include strategic, tactical, and operational, with strategic being the highest level concerning long term goals and most uncertain outcomes.
The document outlines the 8 step decision making process that managers follow: 1) Identify the problem, 2) Identify decision criteria, 3) Allocate weights to criteria, 4) Develop alternatives, 5) Analyze alternatives, 6) Select the best alternative, 7) Implement the selected alternative, and 8) Evaluate the effectiveness of the decision. It also discusses rational decision making and how managers can make effective decisions by following a process with characteristics like involving stakeholders and considering risks.
This document discusses managerial decision making. It explains that decision making involves choosing between alternatives and identifies two main types: programmed decisions for recurring problems and non-programmed decisions for unique problems. Managers must make decisions involving risk, uncertainty, or ambiguity. The document describes three models of decision making - classical, administrative, and political - and outlines a six-step process. It also discusses factors like personal decision styles and levels of participation in decision making.
This document summarizes key aspects of individual decision making and perception from a chapter in an organizational behavior textbook. It discusses how perception influences behavior, common biases and shortcuts people use when judging others, and how decision making in organizations differs from the rational model. Specifically, it notes that bounded rationality and satisficing are common, and that biases, heuristics, politics and other constraints shape the identification of problems and development of alternatives in organizational decision making.
This chapter discusses perception, attribution theory, decision-making, and creativity. It defines perception and factors influencing it. Attribution theory and its three determinants are explained. Shortcuts like selective perception and stereotyping in judging others are identified. Decision-making models like rational and bounded rationality are contrasted, as are common decision biases. Individual and organizational influences on decision-making are also reviewed. Creativity is defined and a three-component model is discussed.
This document summarizes key concepts around perception, decision making, and judgment from organizational behavior. It covers how perception influences behavior, factors that influence perception, attribution theory, biases in judgment of others, shortcuts used to evaluate people, applications in employment and performance evaluation, rational and bounded rational models of decision making, intuition, decision styles, and ways to improve decision making.
This document discusses decision making and problem solving. It begins by defining decision making as choosing between alternatives. It then describes the classical model of rational decision making, involving gathering all information to logically choose the best alternative. However, the document notes that in reality, decisions are influenced by bounded rationality, incomplete information, political forces, intuition, and escalation of commitment. Group decision making is discussed, including advantages like more information but also disadvantages like compromise and groupthink.
Managerial decision making involves cutting off undesirable alternatives to select the best option. It is a complex process that requires analyzing problems, developing alternative solutions, and selecting and implementing a desired alternative. There are different models of decision making, including the classical, administrative, and political models, that take different approaches depending on factors like the level of certainty, risk, and organizational goals. Effective decision making follows a process of defining the problem, gathering information, developing and analyzing alternatives, selecting the best option, and evaluating outcomes.
1. The document discusses concepts related to decision making including different decision models, levels of decisions, and the rational decision making process.
2. It describes four decision making models - intuitive, predisposed, garbage can, and rational decision making. The rational model involves an 8 step process.
3. Decision levels include strategic, tactical, and operational, with strategic being the highest level concerning long term goals and most uncertain outcomes.
The document outlines the 8 step decision making process that managers follow: 1) Identify the problem, 2) Identify decision criteria, 3) Allocate weights to criteria, 4) Develop alternatives, 5) Analyze alternatives, 6) Select the best alternative, 7) Implement the selected alternative, and 8) Evaluate the effectiveness of the decision. It also discusses rational decision making and how managers can make effective decisions by following a process with characteristics like involving stakeholders and considering risks.
This document discusses managerial decision making. It explains that decision making involves choosing between alternatives and identifies two main types: programmed decisions for recurring problems and non-programmed decisions for unique problems. Managers must make decisions involving risk, uncertainty, or ambiguity. The document describes three models of decision making - classical, administrative, and political - and outlines a six-step process. It also discusses factors like personal decision styles and levels of participation in decision making.
Organization
Decision Making
Team 10
This document discusses decision making. It begins by defining decision making as "the process of deciding about something important, especially in a group of people or in an organization in order to arrive at a solution for a given problem." It then outlines the typical decision making process and discusses the importance of decision making, including that it helps implement managerial functions, evaluate performance, operate businesses successfully, and plan policies. The document also covers types of decisions, models of decision making, and tools and techniques to improve decision making, as well as common biases that can negatively impact decisions.
The document discusses decision making and factors that contribute to effective decision making. It begins with a case study about choosing whether to divert a train to save most children playing on the tracks, which would require sacrificing a single child. It then discusses definitions of decision making, factors that affect decisions like perception, risk, and resources. It provides tips for decision making processes and discusses learning from both helpful and hindering factors of a decision to relocate a software company development center. The key learnings were to learn from others' experiences, be careful with big decisions, understand that costs are relative, and provide a convenient workplace.
1) Decision making is defined as a conscious process of choosing among alternatives to move toward a desired outcome. The rational choice process involves identifying problems, choosing a decision process, developing and identifying alternatives, choosing the best alternative, implementing it, and evaluating the results.
2) Problem identification can be challenging due to stakeholder framing, perceptual defenses, mental models, and lack of decisive leadership. Evaluating alternatives involves bounded rationality since people can only process limited information and aim for satisfactory rather than optimal solutions. Emotions and intuition also influence decision making.
3) Employee involvement in decision making can lead to better problem identification, more alternatives, choosing better options, and higher commitment. It works best when employees have relevant knowledge
Individual decision making ppt @ becdomsBabasab Patil
The document discusses individual decision making under uncertainty using decision trees. It provides an example of a decision facing Sarah Chang about whether to continue R&D on a new product or abandon the project. It frames the decision as a choice between two alternatives, maps it out as a decision tree showing probabilities and payoffs, and solves the tree to determine the optimal decision is to continue R&D. It also briefly discusses another example of Indiana Jones choosing which cup is the Holy Grail.
The document is a learning outline for a chapter on human resource management. It covers the importance of HRM, the HRM process, environmental factors, HR planning, recruitment and selection, orientation, performance management, compensation and benefits, career development, and contemporary issues. Key topics include how HRM adds value, ensuring competent employees, HR planning assessing needs, selection devices and their validity, orientation transitioning employees, performance appraisal methods, compensation attracting employees, and managing diversity, harassment, and work-life balance.
DECISION MAKING
Individual decision making
Decision –making is the “selection of a course of action from among alternatives; it is the core of planning.” - Koontz and Weihrich
Decision-making means selecting a course of action out of alternative courses to solve a problem. Decisions may be major or minor, strategic or operational, long-term or short-term. They are made for each functional area at each level. The importance of decisions, however, varies at each level.
Decision making is a modest attempt to match environmental opportunities with organisation’s strengths. It is based on forecasts and assumptions about environmental factors.
FEATURES OF DECISION MAKING
Identify the Problem
Diagnose the Problem
Establish Objectives
Collect Information
Generate Alternatives
Evaluate Alternatives
Select the Alternatives
Implement the Alternative
Monitor the Implementation
TYPES OF DECISIONS
TECHNIQUES OF DECISION MAKING
Linear programming
Simulation
Probability theory
Decision tree
Queuing theory
Gaming theory
Network theory
Modern techniques for making programmed decisions:
Creative Techniques
i. Brainstorming
ii. Nominal Group Technique
The document discusses three decision making models:
1. The Economic Man Model which involves defining the problem, developing criteria, selecting the best alternative, developing outcomes, and acting.
2. The Administrative Model which involves defining the problem, establishing criteria, identifying feasible alternatives, appraising alternatives, and acting.
3. The Implicit Favourite Model which involves setting a goal, identifying a favorite alternative, comparing and ranking other alternatives, identifying a conforming action, establishing criteria, and announcing and acting on the decision.
The document discusses decision-making, defining it as selecting from alternatives based on criteria. It notes decision-making involves establishing goals, tasks, and searching for options to solve a problem. Key aspects include freedom of choice, potential irrationality, being goal-oriented, and choosing amid uncertainty. The document also outlines different types of decisions and describes the general decision-making process.
The decision making and problem solving modelsKaren S.
The document discusses decision making models and approaches. It covers:
1. The definition of decision making as the process of selecting between alternatives. Decision making can involve different methods.
2. Types of decisions including personal vs organizational, basic vs routine, and programmed vs non-programmed.
3. Decision making approaches used at different levels including intuition, rational analysis, strategic planning, think tanks, devil's advocate, and focus groups.
The document describes different models of administrative decision making including the classical model, administrative model, incrementalism, mixed scanning approach, and garbage can theory. It contrasts the classical and administrative models, noting how the administrative model recognizes limitations in rationality due to bounded rationality and imperfect information. Incrementalism and mixed scanning are presented as alternatives that combine rational and incremental approaches. The role of intuition and various heuristics in decision making are also discussed.
Management Chapter no 7 Managers As Decision Makers.AzharFareed4
This document discusses managers as decision makers and the decision making process. It outlines the 8 steps managers take to make decisions: identify the problem, identify criteria, allocate weights, develop alternatives, analyze alternatives, select an alternative, implement, and evaluate. It also discusses different types of decisions like structured/programmed versus unstructured/non-programmed decisions and different decision making conditions like certainty, risk, and uncertainty.
This document discusses decision making and problem solving. It defines key terms like performance deficiency, problem solving, and decision. It describes different problem solving approaches, thinking styles, and managerial decision types. It also outlines the five steps of the decision making process - identify the problem, generate solutions, choose an action, implement, and evaluate. Finally, it covers individual versus group decision making.
The document outlines key aspects of decision making including:
1) The rational decision making process involves 8 steps: identifying the problem, developing alternatives, analyzing alternatives, criteria development, weighting criteria, selecting the best alternative, implementing, and evaluating.
2) Decisions can involve certainty, risk, or uncertainty and bounded rationality limits full rationality.
3) Group decisions have advantages like more complete information but disadvantages like time costs and pressure to conform.
4) Techniques like brainstorming and nominal groups can improve group decision making effectiveness.
The document discusses the 8 key steps in decision making: [1] identifying a problem, [2] identifying decision criteria, [3] assigning weights to criteria, [4] developing alternatives, [5] analyzing alternatives, [6] choosing the best alternative, [7] implementing the decision, and [8] evaluating effectiveness. It also outlines 3 conditions for decision making: certainty, uncertainty, and risk. Finally, it examines common errors in decision making like overconfidence bias and anchoring effect that can lead managers to make flawed judgments.
The document discusses various aspects of decision making in businesses. It defines strategic, tactical and operational decisions and provides examples. It also discusses tools that can help in decision making such as SWOT analysis, structured decision making models and use of IT. Constraints on decision making such as availability of resources and external factors are also highlighted.
This document outlines the key concepts from Chapter 6 on decision making and problem solving. It discusses the challenges of decision making including complex streams of decisions and perceptual traps. It distinguishes between programmed and non-programmed decisions and outlines a general decision making model. The document also covers group decision making, creativity, and a four step creative problem solving process including identifying problems, generating solutions, selecting a solution, and implementing and evaluating it.
This document discusses decision making and the decision making process. It defines decision making as selecting between alternative choices or courses of action. The decision making process involves recognizing the nature of the decision, identifying alternatives, choosing the most effective alternative, and implementing it. Effective decision making aims to optimize factors like profits while minimizing expenses. Decision making can occur under conditions of certainty, risk, or uncertainty depending on what is known about the alternatives and risks involved. Most organizational decisions are made under uncertainty with limited information.
This document provides an overview of organizational behavior and management. It defines organizational behavior as a field that studies how individuals, groups, and structure influence behavior in organizations. The goal is to apply this knowledge to improve organizational effectiveness. Key topics covered include what managers do, management functions, challenges in fields like globalization and quality management, and a basic model of organizational behavior with individual, group, organizational, and dependent variables.
This document provides guidance on effective decision making. It outlines a basic 4-step decision making process of gathering facts, identifying alternatives, assessing alternatives, and deciding. It also discusses different decision making approaches like withdrawing, smoothing, confronting, and forcing. Consensus decision making is described as involving stakeholders to reach a decision all can accept. The document provides tips on when each decision making method is most appropriate and how to conduct an effective consensus decision making session.
This chapter discusses traditional and contemporary issues and challenges in management theory. It covers the classical, behavioral, and quantitative perspectives on management. The classical perspective included scientific management, which focused on improving individual worker efficiency, and administrative management, which focused on managing the total organization. The behavioral perspective grew out of the Hawthorne studies and emphasized social and psychological factors. The quantitative perspective uses mathematical modeling to assist decision making. More recent approaches attempt to integrate multiple perspectives, such as the systems and contingency approaches. The chapter concludes by identifying contemporary management issues and challenges faced by managers today.
This chapter discusses the nature of management and the manager's job. It defines management as a set of activities including planning, organizing, leading and controlling organizational resources to achieve goals efficiently and effectively. It describes the four main management functions and different types of managers based on their level and area in the organization. The chapter also outlines managerial roles, skills, and how management involves both science and art. It concludes by discussing paths to becoming a manager and types of organizations.
Organization
Decision Making
Team 10
This document discusses decision making. It begins by defining decision making as "the process of deciding about something important, especially in a group of people or in an organization in order to arrive at a solution for a given problem." It then outlines the typical decision making process and discusses the importance of decision making, including that it helps implement managerial functions, evaluate performance, operate businesses successfully, and plan policies. The document also covers types of decisions, models of decision making, and tools and techniques to improve decision making, as well as common biases that can negatively impact decisions.
The document discusses decision making and factors that contribute to effective decision making. It begins with a case study about choosing whether to divert a train to save most children playing on the tracks, which would require sacrificing a single child. It then discusses definitions of decision making, factors that affect decisions like perception, risk, and resources. It provides tips for decision making processes and discusses learning from both helpful and hindering factors of a decision to relocate a software company development center. The key learnings were to learn from others' experiences, be careful with big decisions, understand that costs are relative, and provide a convenient workplace.
1) Decision making is defined as a conscious process of choosing among alternatives to move toward a desired outcome. The rational choice process involves identifying problems, choosing a decision process, developing and identifying alternatives, choosing the best alternative, implementing it, and evaluating the results.
2) Problem identification can be challenging due to stakeholder framing, perceptual defenses, mental models, and lack of decisive leadership. Evaluating alternatives involves bounded rationality since people can only process limited information and aim for satisfactory rather than optimal solutions. Emotions and intuition also influence decision making.
3) Employee involvement in decision making can lead to better problem identification, more alternatives, choosing better options, and higher commitment. It works best when employees have relevant knowledge
Individual decision making ppt @ becdomsBabasab Patil
The document discusses individual decision making under uncertainty using decision trees. It provides an example of a decision facing Sarah Chang about whether to continue R&D on a new product or abandon the project. It frames the decision as a choice between two alternatives, maps it out as a decision tree showing probabilities and payoffs, and solves the tree to determine the optimal decision is to continue R&D. It also briefly discusses another example of Indiana Jones choosing which cup is the Holy Grail.
The document is a learning outline for a chapter on human resource management. It covers the importance of HRM, the HRM process, environmental factors, HR planning, recruitment and selection, orientation, performance management, compensation and benefits, career development, and contemporary issues. Key topics include how HRM adds value, ensuring competent employees, HR planning assessing needs, selection devices and their validity, orientation transitioning employees, performance appraisal methods, compensation attracting employees, and managing diversity, harassment, and work-life balance.
DECISION MAKING
Individual decision making
Decision –making is the “selection of a course of action from among alternatives; it is the core of planning.” - Koontz and Weihrich
Decision-making means selecting a course of action out of alternative courses to solve a problem. Decisions may be major or minor, strategic or operational, long-term or short-term. They are made for each functional area at each level. The importance of decisions, however, varies at each level.
Decision making is a modest attempt to match environmental opportunities with organisation’s strengths. It is based on forecasts and assumptions about environmental factors.
FEATURES OF DECISION MAKING
Identify the Problem
Diagnose the Problem
Establish Objectives
Collect Information
Generate Alternatives
Evaluate Alternatives
Select the Alternatives
Implement the Alternative
Monitor the Implementation
TYPES OF DECISIONS
TECHNIQUES OF DECISION MAKING
Linear programming
Simulation
Probability theory
Decision tree
Queuing theory
Gaming theory
Network theory
Modern techniques for making programmed decisions:
Creative Techniques
i. Brainstorming
ii. Nominal Group Technique
The document discusses three decision making models:
1. The Economic Man Model which involves defining the problem, developing criteria, selecting the best alternative, developing outcomes, and acting.
2. The Administrative Model which involves defining the problem, establishing criteria, identifying feasible alternatives, appraising alternatives, and acting.
3. The Implicit Favourite Model which involves setting a goal, identifying a favorite alternative, comparing and ranking other alternatives, identifying a conforming action, establishing criteria, and announcing and acting on the decision.
The document discusses decision-making, defining it as selecting from alternatives based on criteria. It notes decision-making involves establishing goals, tasks, and searching for options to solve a problem. Key aspects include freedom of choice, potential irrationality, being goal-oriented, and choosing amid uncertainty. The document also outlines different types of decisions and describes the general decision-making process.
The decision making and problem solving modelsKaren S.
The document discusses decision making models and approaches. It covers:
1. The definition of decision making as the process of selecting between alternatives. Decision making can involve different methods.
2. Types of decisions including personal vs organizational, basic vs routine, and programmed vs non-programmed.
3. Decision making approaches used at different levels including intuition, rational analysis, strategic planning, think tanks, devil's advocate, and focus groups.
The document describes different models of administrative decision making including the classical model, administrative model, incrementalism, mixed scanning approach, and garbage can theory. It contrasts the classical and administrative models, noting how the administrative model recognizes limitations in rationality due to bounded rationality and imperfect information. Incrementalism and mixed scanning are presented as alternatives that combine rational and incremental approaches. The role of intuition and various heuristics in decision making are also discussed.
Management Chapter no 7 Managers As Decision Makers.AzharFareed4
This document discusses managers as decision makers and the decision making process. It outlines the 8 steps managers take to make decisions: identify the problem, identify criteria, allocate weights, develop alternatives, analyze alternatives, select an alternative, implement, and evaluate. It also discusses different types of decisions like structured/programmed versus unstructured/non-programmed decisions and different decision making conditions like certainty, risk, and uncertainty.
This document discusses decision making and problem solving. It defines key terms like performance deficiency, problem solving, and decision. It describes different problem solving approaches, thinking styles, and managerial decision types. It also outlines the five steps of the decision making process - identify the problem, generate solutions, choose an action, implement, and evaluate. Finally, it covers individual versus group decision making.
The document outlines key aspects of decision making including:
1) The rational decision making process involves 8 steps: identifying the problem, developing alternatives, analyzing alternatives, criteria development, weighting criteria, selecting the best alternative, implementing, and evaluating.
2) Decisions can involve certainty, risk, or uncertainty and bounded rationality limits full rationality.
3) Group decisions have advantages like more complete information but disadvantages like time costs and pressure to conform.
4) Techniques like brainstorming and nominal groups can improve group decision making effectiveness.
The document discusses the 8 key steps in decision making: [1] identifying a problem, [2] identifying decision criteria, [3] assigning weights to criteria, [4] developing alternatives, [5] analyzing alternatives, [6] choosing the best alternative, [7] implementing the decision, and [8] evaluating effectiveness. It also outlines 3 conditions for decision making: certainty, uncertainty, and risk. Finally, it examines common errors in decision making like overconfidence bias and anchoring effect that can lead managers to make flawed judgments.
The document discusses various aspects of decision making in businesses. It defines strategic, tactical and operational decisions and provides examples. It also discusses tools that can help in decision making such as SWOT analysis, structured decision making models and use of IT. Constraints on decision making such as availability of resources and external factors are also highlighted.
This document outlines the key concepts from Chapter 6 on decision making and problem solving. It discusses the challenges of decision making including complex streams of decisions and perceptual traps. It distinguishes between programmed and non-programmed decisions and outlines a general decision making model. The document also covers group decision making, creativity, and a four step creative problem solving process including identifying problems, generating solutions, selecting a solution, and implementing and evaluating it.
This document discusses decision making and the decision making process. It defines decision making as selecting between alternative choices or courses of action. The decision making process involves recognizing the nature of the decision, identifying alternatives, choosing the most effective alternative, and implementing it. Effective decision making aims to optimize factors like profits while minimizing expenses. Decision making can occur under conditions of certainty, risk, or uncertainty depending on what is known about the alternatives and risks involved. Most organizational decisions are made under uncertainty with limited information.
This document provides an overview of organizational behavior and management. It defines organizational behavior as a field that studies how individuals, groups, and structure influence behavior in organizations. The goal is to apply this knowledge to improve organizational effectiveness. Key topics covered include what managers do, management functions, challenges in fields like globalization and quality management, and a basic model of organizational behavior with individual, group, organizational, and dependent variables.
This document provides guidance on effective decision making. It outlines a basic 4-step decision making process of gathering facts, identifying alternatives, assessing alternatives, and deciding. It also discusses different decision making approaches like withdrawing, smoothing, confronting, and forcing. Consensus decision making is described as involving stakeholders to reach a decision all can accept. The document provides tips on when each decision making method is most appropriate and how to conduct an effective consensus decision making session.
This chapter discusses traditional and contemporary issues and challenges in management theory. It covers the classical, behavioral, and quantitative perspectives on management. The classical perspective included scientific management, which focused on improving individual worker efficiency, and administrative management, which focused on managing the total organization. The behavioral perspective grew out of the Hawthorne studies and emphasized social and psychological factors. The quantitative perspective uses mathematical modeling to assist decision making. More recent approaches attempt to integrate multiple perspectives, such as the systems and contingency approaches. The chapter concludes by identifying contemporary management issues and challenges faced by managers today.
This chapter discusses the nature of management and the manager's job. It defines management as a set of activities including planning, organizing, leading and controlling organizational resources to achieve goals efficiently and effectively. It describes the four main management functions and different types of managers based on their level and area in the organization. The chapter also outlines managerial roles, skills, and how management involves both science and art. It concludes by discussing paths to becoming a manager and types of organizations.
This chapter discusses the environment and culture of organizations. It describes the internal and external environments that organizations operate within. The external environment includes the general environment of broader economic, social, and political forces as well as the task environment of specific groups like competitors and customers. The internal environment includes internal stakeholders and organizational culture. The chapter also examines how environments can affect organizations through factors like uncertainty and competitive forces. It explores various strategies organizations use to adapt to their environments such as strategic responses, mergers and alliances, and organizational flexibility.
The document discusses diversity in organizations. It describes the two major forms of workforce diversity as surface-level diversity, which includes visible characteristics like gender and race, and deep-level diversity, which includes less visible characteristics like personality and work styles. It also outlines biographical characteristics like age, gender, race, and disability that are relevant to organizational behavior. Finally, it discusses how organizations can effectively manage diversity through programs that attract, select, develop, and retain a diverse workforce.
This chapter discusses attitudes and job satisfaction. It contrasts the three components of an attitude - affective, cognitive, and behavioral. There is a relationship between attitudes and behaviors, with attitudes influencing behaviors. The chapter compares major job attitudes like job satisfaction, job involvement, empowerment, and organizational commitment. Job satisfaction is defined and methods for measuring it are presented. The main causes of job satisfaction are summarized, including pay and personality factors. Finally, employee responses to dissatisfaction like absenteeism and turnover are identified.
Management Principles and Practices - Ricky W. Griffin 11th Edition Chapter 01Saif Mahmud
Here are a few steps you could take as the new manager:
1. Schedule introductory meetings with each employee to learn about their roles and responsibilities, goals, and any ongoing projects or issues.
2. Meet with the previous manager to get a comprehensive overview of department operations, priorities, budgets, and any other important contextual information.
3. Observe group interactions and workflows for a period before initiating any changes to better understand the existing culture and dynamics.
4. Establish an open door policy and listen to employee feedback to identify opportunities for improvement from their perspectives.
5. Develop a transition plan with clear short-term goals and metrics to evaluate early progress and success in the new role.
The key
This chapter introduces organizational behavior and defines it as the study of how individuals, groups, and structure impact behavior within organizations. It discusses the importance of interpersonal skills in the workplace and identifies management functions as planning, organizing, leading, and controlling. The chapter also outlines the major behavioral science disciplines that contribute to OB, including psychology, sociology, anthropology, and explains that few absolutes apply due to situational factors. Finally, it discusses the three levels of analysis in OB - inputs, processes, and outcomes.
This document summarizes key concepts around perception, decision making, and organizational behavior from Chapter 5 of the textbook Organizational Behavior by Stephen P. Robbins. It discusses how perception influences behavior, common biases and errors in perception, and models of decision making. It also examines how cultural, organizational, and ethical factors can impact the decision making process.
This document summarizes key concepts around perception, decision making, and organizational behavior from Chapter 5 of the textbook "Organizational Behavior" by Stephen P. Robbins. It discusses how perception influences behavior, common biases and errors in perception, and models of decision making. It also examines how cultural, organizational, and ethical factors can impact the decision making process.
This document is from a chapter on organizational behavior and perception in decision making. It discusses key topics like how perception influences behavior, factors that influence perception, attribution theory, biases in judgment and decision making. Rational decision making models are outlined, but the document notes actual decision making is bounded and intuitive. Biases like overconfidence, anchoring and confirmation bias are also reviewed.
This document summarizes key concepts from a chapter on perception and individual decision making. It discusses how perception influences behavior, factors that shape perception, and shortcuts individuals use to make judgments. It then covers attribution theory, biases in decision making, and models of rational versus intuitive decision making. Finally, it discusses how individual differences, organizational constraints, and culture can impact the decision process. The goal is to understand how perception shapes problem identification and choices, and how to improve decision making.
This chapter discusses perception, attribution theory, decision-making, and creativity. It defines perception and factors influencing it. Attribution theory and its three determinants are explained. Shortcuts like selective perception and stereotyping in judging others are identified. Decision-making models like rational and bounded rationality are contrasted, as are common decision biases. Individual and organizational influences on decision-making are also discussed. Creativity is defined and a three-component model is presented.
Perception and individual decision making are influenced by biases and shortcuts. People rely on bounded rationality to simplify complex problems. Decisions are affected by organizational constraints, culture, and ethics. To improve decision making, one should be aware of biases, combine analysis with intuition, and enhance creativity.
Ob 14e 6 perception and individual decision makingEngr Razaque
This document discusses perception and individual decision making. It covers topics like attribution theory, biases that influence perception and judgment of others, common shortcuts and errors in decision making, and ways to improve creativity. Attribution theory examines how people make causal explanations for behaviors, looking at factors like distinctiveness, consensus and consistency. Biases discussed include the fundamental attribution error and self-serving bias. The document also outlines rational and bounded reality models of decision making and compares individual and organizational influences on the decision process.
Organizational Behaviour Stephen Robbins 14Ed. Chapter 6Waqas Ahmad
This document discusses perception and individual decision making. It covers topics like attribution theory, biases that influence perception and judgment of others, common shortcuts and errors in decision making, and ways to improve creativity. Attribution theory examines how people make causal explanations for behaviors, looking at factors like distinctiveness, consensus and consistency. Biases discussed include the fundamental attribution error and self-serving bias. The rational and bounded reality models of decision making are presented.
The document discusses the perception process and decision making. It begins by defining perception as a unique interpretation of a situation, not an exact recording. Sensation involves basic physiological responses to stimuli, while perception is a more complex cognitive process involving selection, organization, and interpretation of sensory information. The document outlines several factors that influence perception, including personal characteristics and experiences. It also discusses common errors and shortcuts people use in judging others. The rational decision making model and bounded rationality are explained. Finally, the influence of culture and ethics on decision making are briefly covered.
The hadith Gabriel is an authentic hadith and is of great importance because it presents the dimensions of Islam that are Islam, Ihsan and Iman.
ISLAM:
Islam is regarded as one of the dimensions of religion that it literally means “peace through submission”. This dimension refers to the teachings that Allah has bestowed us. It also refers to the submission of one’s wills to their lord. It is based on the following:
• Tauheed and Rislilat
• To deliver the obligatory prayers
• Observe the fast and pay the zakat
• To perform the Hajj pilgrimage
This level is considered to be the foundation of Islamic faith. Quran explicitly presents the emphasis on these foundations. Apart from the Quran there is almost an equal emphasis in the hadith literature. There are many hadiths that clearly depicts the importance and necessity of these practices in Islam.
Prayers are the obligatory practices that Islam has enforced on the Muslims. Prayers hold a prestige status in Islam and Muslims are encouraged to offer prayers. Islam designates a dignified status to the ones who offer regular prayers. "If a person prays sincerely for martyrdom,
It is granted even though he is not hurt.” (Sahih Muslim). This hadith clearly depicts that highest status an individual can achieve is through prayers only.
Fast is one of the unique moral and spiritual characteristic of Islam, literally it means to abstain or to stop oneself. The importance of the month of Ramadan can be depicted by this hadith:
“When there comes the month of Ramadan, the gates of mercy are opened, and the gates of Hell are locked and the devils are chained” (Sahih Muslim)
Zakat is one of the five pillars of the Islam and is expected to be paid by all financially stable Muslims. This act is highly encouraged by Allah Himself and there is also a great emphasis on it throughout the hadith literature.
This hadith narrated by Asma “Do not withhold your money, (for if you did so) Allah would with-hold His blessings from you” (Sahih Bukhari) depicts the importance of giving in Islam.
Hajj is an act of worship and is considered a fundamental practice in Islam. This is regarded as the fifth pillar of Islam. Hajj is mandatory for all Muslim.
The hadith narrated from Ibn Umar (RA) that “the Prophet (PBUH) said, “Islam is built on five (pillars): Worshipping Allah and denying all others (worshipped) besides Him, establishing the Salat, paying the Zakat, going on pilgrimage (Hajj) to the House (Ka’bah), and fasting in Ramadan.” (Sahih Muslim) presents that hajj is one of the fundamental pillars of the Islam.
In addition to this there is another hadith that clearly represents the importance of hajj in Islam. This hadith is narrated by Narrated by Abu Huraira “the Prophet was asked, "Which is the best deed?" He said, "To believe in Allah and His Apostle." He was then asked, "Which is the next (in goodness)?" He said, "To participate in Jihad in Allah's Cause." H
The document summarizes a chapter about perception, decision making, and creativity. It defines perception and factors influencing it. It discusses shortcuts used to judge others, like stereotyping. Decision making is linked to perception, and common biases in decision making are outlined, like overconfidence. Ethical frameworks for decision making include utilitarian, rights, and justice approaches. Creativity in decision making involves producing novel, useful ideas and is influenced by expertise, motivation, and thinking skills.
The document discusses various topics related to perception and individual decision making, including:
1. Perception is how individuals organize and interpret sensory impressions to make meaning of their environment. Factors like the person, situation, and biases can influence perception.
2. Attribution theory examines how people make judgments about the causes of behavior, and common biases include the fundamental attribution error and self-serving bias.
3. Shortcuts like the halo effect, stereotyping, and selective perception are frequently used when judging others. These perceptual biases can influence decisions in organizations.
4. The rational decision-making model involves defining problems, considering alternatives and criteria, and selecting the optimal choice. However, bounded rationality and biases
Chapter 5 perception and individual decision makingFahAd MalIk
Michael has just engaged in rational decision making. He considered multiple criteria, weighed the options, and selected the alternative he perceived as best.
This document summarizes a chapter on values, attitudes, and job satisfaction from an organizational behavior textbook. It defines values and attitudes, and describes different types of values and attitudes including terminal values, instrumental values, and Hofstede's framework for assessing cultures. It also discusses theories of cognitive dissonance and self-perception as they relate to attitudes. Additionally, it covers measuring and factors influencing job satisfaction as well as the relationship between job satisfaction and employee performance, absenteeism, turnover, organizational citizenship behavior, and customer satisfaction.
This document summarizes key points from a chapter about ethics, justice, and fair treatment in human resource management. It discusses the importance of ethical behavior at work and factors that influence ethics. It also describes ways HR can promote ethics, such as through fair disciplinary practices, managing dismissals effectively, and influencing organizational culture. The summary provides an overview of the chapter's coverage of ethics, fairness, and how HR can foster ethical workplaces.
This chapter discusses ethics, justice, and fair treatment in human resource management. It covers defining ethical behavior, factors that influence ethics, and how HR can promote ethics. Specifically, the chapter explains the importance of procedural and interactional justice. It also discusses developing ethical organizational culture through clear expectations, symbols, stories, and ceremonies. Additionally, the chapter outlines HR's role in ethics through activities like recruitment, training, performance reviews, and disciplinary processes. It emphasizes the importance of communication, explanation, and fairness in discipline.
The document summarizes key topics around values, attitudes, and job satisfaction from Chapter 3 of Organizational Behavior. It discusses how values provide understanding of behaviors and influence perceptions. It also outlines several frameworks for assessing cultures and values, including Rokeach's values survey and Hofstede's framework. The document then defines attitudes and the components that make up attitudes. It examines types of attitudes such as job satisfaction, involvement, and organizational commitment. Finally, it explores factors that impact job satisfaction and the relationship between satisfaction and employee and customer outcomes.
This document discusses perception and individual decision making. It defines perception as how individuals organize and interpret sensory impressions to make meaning of their environment. Factors like attribution theory and biases can influence perception. The rational decision making model outlines steps to maximize outcomes, but actual decisions are bounded and subject to heuristics and biases. Intuition also plays a role. Improving decision making involves understanding situational factors, limitations, and reducing biases.
This PowerPoint presentation covers key aspects of decision making including: the 8 step decision making process; rational and bounded rational decision making; programmed and nonprogrammed decisions; decision making under certainty, risk and uncertainty; common decision making biases; and characteristics of effective decision making. The presentation provides an overview of concepts and frameworks for understanding organizational decision making.
The Decision-Making Process
Define decision and decision-making process.
Describe the eight steps in the decision-making process.
Explain the challenges managers face in identifying problems.
Discuss why decision criteria are important in the decision-making process.
Describe how managers develop, analyze, and select alternatives.
Explain what happens during implementation and evaluation.
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