The document discusses the effect of perception on decision making. It defines perception as how we interpret sensory information and gives meaning to our environment. Perception influences behavior because people react based on their perception of reality rather than objective reality. Factors like attitudes, motives, and experiences affect a person's perception. Perception can impact decision making through processes like selective perception, stereotyping, and overconfidence. Examples are given of companies like Kodak and Atari that made bad decisions due to perceptual biases of their leadership. Organizational citizenship behaviors are voluntary actions that benefit an organization but are not formally rewarded and help create a cooperative workplace culture.

1. E F F E C T O F P E R C E P T I O N O N
D E C I S I O N M A K I N G
P E R C E P T I O N

2. W H AT I S
P E R C E P T I O N ?
P E R C E P T I O N

3. • Perception is the manner in which we decipher the
messages of our faculties to give some request and
which means to our condition. Discernment
additionally goes about as an intervening variable that
impacts our conduct, and by the discernment that we
select and sort out information into significant data for
us.

4. W H Y I T I S
I M P O R TA N T ?
P E R C E P T I O N

5. • Because people’s behaviour is based on their
perception of what reality is, not on reality itself. The
world that is perceived is the world that is
behaviourally important.

6. FA C T O R S
I N F L U E N C I N G
P E R C E P T I O N

7. • The Perceiver – attitudes, motives, interests,
experiences, expectations
• The Target – novelty, motions, sounds, size,
background, proximity, similarity
• The Situation – time, work setting, social situation.

8. H O W C A N
P E R C E P T I O N
A F F E C T S T H E
D E C I S I O N
M A K I N G
P R O C E S S ?

9. • Selective perception
• Stereotyping
• Rationality
• Overconfidence
• Personality
• Culture differences

10. P R A C T I C A L E X A M P L E S C L A R I F Y I N G
P E R C E P T I O N E F F E C T S O N D E C I S I O N M A K I N G

11. • Employment interview
• Performance expectations
• Performance evaluations
• Employee effort

12. C A S E S O F B A D
D E C I S I O N S
M A D E D U E T O
P E R C E P T I O N
O F T O P
M A N A G E M E N T

13. K O D A K
• Kodak in a flash perceived the capability of the gadget
to alter photography and put billions in its
advancement, however moderate powers inside the
organization slowed down the arrival of a
computerised camera, hesitant to desert the film-and-
paper product offering that had brought it untold
wealth. When Kodak at long last moved to advanced
in the late 1990s, the megapixel transformation had
since a long time ago cruised it by.

14. ATA R I
• The two Steve’s subsequently said that Atari could have the
computer as it was built from their parts, and asked to work
for Atari instead. They still said no. After some rocky
moments during the first 20 years, Apple became the
biggest brand in computing and consumer electronics. Atari,
meanwhile, is still best known for Pong.
• Atari is still in existence, but they never truly recovered from
the video gaming crash of 1983. If only they’d branched out
by taking the Apple.

15. C A S E S O F B A D
D E C I S I O N S
M A D E D U E T O
P E R C E P T I O N
O F L E A D E R S

16. K I M J O N G A N D N O RT H K O R E A
• Due to his perception of having a world war, his decisions have led
his country into economic ruin and have placed him so far outside
the respect of the international community that his country may
never recover. He has put forth disastrous economic policies and
uses massive portions of the country’s budget to fund the 4th
largest military in the world. He has absolutely no military
experience but he is a General in his army.
• He is one of the most ruthless dictators in the world and yet there
are aspects of his leadership that border on the ridiculous and the
absurd. It makes it seem like the country is ruled by a petulant
toddler who wants everyone to think his hair is cool (and therefore
everyone must have the same hair) instead of a world leader.

17. T H E V I E T N A M WA R
• The Vietnam War has been credited as one of the greatest foreign policy
and military disasters in American history. The country decided to enter
in to the war with little knowledge of how fight the type of war that was
being waged in Vietnam or with any real idea on how to defeat the
North Vietnamese. Kennedy believed that a war of defensive attrition
would be enough to cause the North Vietnamese to back down.
• The Vietnam War cost 58,220 American lives with more than 150,000
wounded. The cost of the war was over $110 billion and as of 2013 the
United States government continued to pay $22 billion a year to the
Vietnam veterans, their families and survivors. The war was costly mistake
for the U.S. in terms of lives and money and by the end, the United
States had little to show for it and they had a public that would be
unwilling to intervene militarily in other countries for years.

18. A F F E C T O F
P E R C E P T I O N A L
B I A S I N G O N
C O R P O R AT E
D E C I S I O N
M A K I N G

19. H A L O E F F E C T
• This is a person’s overall impression of someone, and it
influences our feelings and thoughts about the other
persons overall character. It is the perception, for
example, that if someone does well in a certain area,
then they will automatically perform well at something
else regardless of whether those tasks are related.
Under the “Halo Effect” bias, we tend to lump
together positive qualities, and assume where one
attractive quality exists, others also exist.

20. B A N D WA G O N E F F E C T
• The tendency to do or believe what others do or
believe. For example, your leader may believe
someone is great at their job and you go along with
this. As more people come to believe in something,
others also “hop on the bandwagon” regardless of the
underlying evidence. Studies show that, in the right
circumstances, as much as 75% of people will give
answers that they know are false, simply because
others around them have given the same incorrect
answer

21. P R O J E C T I O N B I A S
• Projection bias describes our tendency to assume that other
people think like us. The average person assumes that their
way of thinking about things is typical of most people, and
therefore other normal people will come to the same
conclusion as them. Or at the very least, people overestimate
the normality of their beliefs in relation to others.
• Due to perceptional biasing, decision made by the
corporates are often go into a bad scenario, we can take the
example of Videocon, it shattered to a great extent and in
the mean time it’s market is almost nil.

22. O R G A N I S AT I O N A L C I T I Z E N S H I P B E H AV I O U R
O C B

23. W H AT I S O C B ?

24. • In industrial and organizational psychology,
organizational citizenship behavior (OCB) is a person's
voluntary commitment within an organization or
company that is not part of his or her contractual tasks.

25. B E N E F I T S O F
O R G A N I S AT I O N A L
C I T I Z E N S H I P
B E H AV I O U R

26. • enhance productivity (helping new co-workers;
helping colleagues meet deadlines)
• free up resources (autonomous, cooperative
employees give managers more time to clear their
work; helpful behaviour facilitates cohesiveness (as
part of group maintenance behaviour).)

27. • attract and retain good employees (through creating
and maintaining a friendly, supportive working
environment and a sense of belonging)
• create social capital (better communication and
stronger networks facilitate accurate information
transfer and improve efficiency)

28. O C B I N
P R A C T I S E :
E N C O U R A G I N G
O C B I N
W O R K P L A C E

29. • Office social condition a workplace that elevates or is
helpful for workers showing OCB. Certain kinds of
gathering standards (e.g. everybody should just do the
base measure of work required, everybody should
mind his/her own business, nobody should converse
with the chief) can smother specialist activity and
suddenness, and this will diminish occurrences of
OCB.

30. • Supervisor awareness Planning or encouraging
organization about OCB will make them more aware
of labourer introductions of OCB. They may
consolidate OCB in their execution examinations, or
devise their very own nice/easygoing prize system to
empower OCB.

31. • Hiring practises Anyway the impact of character on
OCB is pretty much nothing, a functioning, careful,
enthusiastic delegate with a persuasive point of view
and 'can do' perspective will be more arranged to
partake in OCB. If psychometric testing is a bit of your
gathering/acquiring process, consider paying
uncommon personality to attributes related to OCB,
and have these staff push others to perform OCB.

32. E X A M P L E S O F
O R G A N I S AT I O N
S F O L L O W I N G
O C B

33. • Now a days almost every organisation is following
OCB for the growth as well as sustaining for the long
period.
• But as given in the assignment, I’ve taken three
organisation where it is used and are as follows:-

34. • In Cooperative organisations
• A cooperative is a private business organization that is
owned and controlled by the people who use its
products, supplies or services.
• Examples :- Amul, Indian coffee house, etc.

35. • In umbrella organisation
• An umbrella organization is an association of
institutions, who work together formally to coordinate
activities or pool resources. In business, political, or
other environments, one group.
• Examples :- Central Intelligence Agency (CIA), etc.

36. • In non-profit organisation
• A nonprofit organization, also known as a non-
business entity or nonprofit institution, is dedicated to
furthering a particular social cause or advocating for a
shared point of view.
• Examples :- Aeronautical Society of India, etc.

37. O C B : A
W O R T H Y
I N V E S T M E N T

38. • One of the fundamental segments of OCB is the route that
disregarding the way that generally saw and compensated by
authoritative staff, agents don't generally make the relationship
between performing OCB and reward gain (especially OCB-I or
kindness and respectfulness related practices), and don't expect
rewards (Organ, 1997). Given that OCB has such an immense effect
on the benefit and adequacy of the affiliation, and pros don't plan
to be compensated for their undertakings, OCB should be seen as a
capable strategy for gaining ground definitive efficiency and
diminishing costs through, for example, cutting down rates of non-
participation and turnover. Meanwhile it grows agent execution and
success, as accommodating workers are more gainful, and OCB
enhances the social condition in the workplace.