The document discusses organizational behavior, focusing on perception and decision-making processes. Key concepts include shortcuts in judging others, the rational decision-making model, and factors affecting ethical decision-making behavior. It also outlines the importance of values and perceptions in the workplace, emphasizing their impact on performance and organizational dynamics.

1. ORGANIZATIONAL BEHAVIOR
• By sujith bhaskar R

2. FREQUENTLY USED SHORTCUTS IN
JUDGING OTHERS
SELECTIVE PERCEPTION
PEOPLE SELECTIVELY INTERPRET WHAT THEY SEE ON
THE BASIS OF THEIR INTERESTS, BACKGROUND,
EXPERIENCE, AND ATTITUDES.
HALO EFFECT
DRAWING A GENERAL IMPRESSION ABOUT AN
INDIVIDUAL ON THE BASIS OF A SINGLE
CHARACTERISTIC.

3. FREQUENTLY USED SHORTCUTS IN
JUDGING OTHERS
CONTRAST EFFECTS
EVALUATIONS OF A PERSON’S CHARACTERISTICS
THAT ARE AFFECTED BY COMPARISONS WITH OTHER
PEOPLE RECENTLY ENCOUNTERED WHO RANK
HIGHER OR LOWER ON THE SAME CHARACTERISTICS.

4. FREQUENTLY USED SHORTCUTS IN
JUDGING OTHERS
PROJECTION
ATTRIBUTING ONE’S OWN CHARACTERISTICS TO
OTHER PEOPLE.
STEREOTYPING
JUDGING SOMEONE ON THE BASIS OF ONE’S
PERCEPTION OF THE GROUP TO WHICH THAT
PERSON BELONGS.

5. SPECIFIC APPLICATIONS IN
ORGANIZATIONS
♦ EMPLOYMENT INTERVIEW
♦ PERFORMANCE EXPECTATIONS
♦ PERFORMANCE EVALUATION
♦ EMPLOYEE EFFORT
♦ EMPLOYEE LOYALTY

6. AMBIGUOUS PICTURE OF A YOUNG
WOMAN AND AN OLD WOMAN.
(SOURCE: EDWIN G. BORING, “A NEW AMBIGUOUS
FIGURE,” AMERICAN JOURNAL OF PSYCHOLOGY,
JULY 1930, P. 444. ALSO SEE ROBERT LEEPER, “A
STUDY OF A NEGLECTED PORTION OF THE FIELD OF
LEARNING - THE DEVELOPMENT OF SENSORY
ORGANIZAITON,” JOURNAL OF GENETIC
PSYCHOLOGY, MARCH 1935, P. 62. ORIGINALLY
DRAWN BY CARTOONIST W.E. HILL AND
PUBLISHED IN PUCK, NOVEMBER 6, 1915.)

7. CLEAR PICTURES OF THE YOUNG
WOMAN AND OLD WOMAN.
( SOURCE : ROBERT LEEPER, “A STUDY OF A
NEGLECTED PORTION OF THE FIELD OF LEARNING -
THE DEVELOPMENT OF SENSORY ORGANIZATION,”
JOURNAL OF GENETIC PSYCHOLOGY, MARCH 1935, P.
62. )

8. THE RATIONAL DECISION-MAKING
PROCESS
RATIONAL
REFERS TO CHOICES THAT ARE CONSISTENT AND
VALUE MAXIMIZING.
RATIONAL DECISION-MAKING
A DECISION-MAKING MODEL THAT DESCRIBES HOW
INDIVIDUALS SHOULD BEHAVE IN ORDER TO
MAXIMIZE SOME OUTCOME.

9. STEPS IN THE RATIONAL DECISION-
MAKING MODEL
♦ DEFINE THE PROBLEM
♦ IDENTIFY THE DECISION CRITERIA
♦ ALLOCATE WEIGHTS TO THE CRITERIA
♦ DEVELOP THE ALTERNATIVES
♦ EVALUATE THE ALTERNATIVES
♦ SELECT THE BEST ALTERNATIVE

10. ASSUMPTIONS OF THE MODEL
♦ PROBLEM CLARITY
♦ KNOWN OPTIONS
♦ CLEAR PREFERENCES
♦ CONSTANT PREFERENCES
♦ NO TIME OR COST CONSTRAINTS
♦ MAXIMUM PAYOFF

11. CREATIVITY IN DECISION MAKING :
DEFINITION
THE ABILITY TO COMBINE IDEAS IN A UNIQUE WAY
OR TO MAKE UNUSUAL ASSOCIATIONS BETWEEN
IDEAS.

12. DECISION MAKING ORGANIZATIONS
♦ BOUNDED RATIONALITY
♦ INTUITION
♦ PROBLEM IDENTIFICATION
♦ ALTERNATIVE DEVELOPMENT
♦ MAKING CHOICES
♦ ESCALATION OF COMMITMENT

13. BOUNDED RATIONALITY
INDIVIDUALS MAKE DECISIONS BY CONSTRUCTING
SIMPLIFIED MODELS THAT EXTRACT THE
ESSENTIAL FEATURES FROM PROBLEMS WITHOUT
CAPTUREING ALL THEIR COMPLEXITY.
♦ THE SATISFICING DECISION MAKER SETTLES
FOR THE FIRST SOLUTION THAT IS “GOOD ENOUGH”.

14. INTUITIVE DECISION MAKING
AN UNCONSCIOUS PROCESS CREATED OUT OF
DISTILLED EXPERIENCE.
♦ INTUITION IS NOT INDEPENDENT OF
RATIONAL ANALYSIS. THE TWO COMPLEMENT
EACH OTHER.

15. MAKING CHOICES
HEURISTICS
JUDGMENTAL SHORTCUTS IN DECISION MAKING.

16. AVAILABILITY HEURISTIC
THE TENDENCY FOR PEOPLE TO BASE THEIR
JUDGMENTS ON INFORMATION THAT IS READILY
AVAILABLE TO THEM.
REPRESENTATIVE HEURISTIC
ASSESSING THE LIKELIHOOD OF AN OCCURRENCE
BY DRAWING ANALOGIES AND SEEKING
IDENTICAL SITUATIONS WHERE THEY DON’T
EXIST.

17. ESCALATION OF COMMITMENT
AN INCREASED COMMITMENT TO A PREVIOUS
DECISION IN SPITE OF NEGATIVE INFORMATION.

18. ORGANIZATIONAL CONSTRAINTS :
DECISION MAKING
♦ PERFORMANCE EVALUATION
♦ REWARD SYSTEMS
♦ PROGRAMMED ROUTINES
♦ SYSTEM-IMPOSED TIME CONSTRAINTS
♦ HISTORICAL PRECEDENTS

19. FACTORS AFFECTING ETHICAL DECISION-
MAKING BEHAVIOR
STAGE OF MORAL
DEVELOPMENT
ORGANIZATIONAL
ENVIRONMENT
LOCUS OF CONTROL
ETHICAL DECISION-
MAKING BEHAVIOR

20. PERCEPTION : DEFINITION
PERCEPTION CAN BE DEFINED AS THE PROCESS
THROUGH WHICH PEOPLE SELECT, ORGANIZE AND
INTERPRET OR ATTACH MEANING TO EVENTS
HAPPENING IN THE ENVIRONMENT.
THIS ORGANIZATIONAL BEHAVIOR TEXT AND
CASES
UMA SEKARAN

21. HONING PERCEPTUAL SKILLS
♦ KNOWING AND PERCEIVING ONESELF
ACCURATELY
♦ BEING EMPATHIC
♦ HAVING POSITIVE ATTITUDES
♦ ENHANCING ONE’S SELF-CONCEPT
♦ MAKING A CONSCIOUS EFFORT TO AVOID
THE POSSIBLE COMMON BIASES IN
PERCEPTION
♦ COMMUNICATING WITH EMPLOYEES TO
ERASE INCORRECT PERCEPTIONS, AND
♦ AVOIDING ATTRIBUTIONS.

22. SUBPROCESSES OF PERCEPTION
EXTERNAL
EBVIRON-
MENT
STIMULUS
OR
SITUATION
CONFRONTATION
OF SPECIFIC
STIMULUS
REGISTRATION
OF STIMULUS
INTERPRETATION
OF STIMULUS
FEEDBACK
FOR CLARI-
FICATION
BEHAVIOR
CONSEQUENCE/S

23. THE JOHARI WINDOW
ASPECTS OF ME THAT:
PUBLIC AREA BLIND AREA
PRIVATE AREA DARK AREA
OTHERS KNOW
OTHERS DON’T
KNOW

24. MODEL OF PERCEPTUAL PROCESS
PERCEIVED CHARACTERISTICS OF
STIMULI OR INPUTS
SIZE STATUS
INTENSITY APPEARANCE
REPETITION CONTRAST
NOVELTY MOTION
PERCEPTUAL MECHANISMS
SELECTION INTERPRETATION
ORGANISATION
PERCEPTUA
L INPUTS OR
STSTIMULI
OBJECTS
EVENTS
PEOPLE
PERCEPTUAL
OUTPUTS
ATTITUDES
OPINIONS
FEELINGS
VALUES
BEHAVIOUR
CHARACTERISTICS OF THE SITUATION
- PHYSICAL
- SOCIAL
- ORGANISATIONAL
- TIMING
- ORGANISATIONAL ROLES
PERCEIVERS CHARACTERISTICS
1. NEEDS & MOTIVES
2. SELF-CONCEPT
3. PAST EXPERIENCE
4. PSYCHOLOGICAL OR EMOTIONAL STATE
5. OTHER PERSONALITY ROLES

25. CASE STUDIES : OB
Dr. T.V.RAO.
A good way to learn from cases is to analyze each case
and the following questions may be asked:
1. What is the problem? What is the organization or the
manager in the case should be concerned about?
2. What will happen if the organization /manager lets thing
go on as they are?
3. What are the events that have led upto this situation?
4. What are the competency gaps of various individuals in
performing their roles?
5. What organization polices seem to effect the individuals
in the case?
6. What are the points of view adopted that have led to the
present situation? Which of these are desirable or less
desirable?
7. What can be done to solve the problem? Who should
initiate action? How? With what anticipated
consequences?
8. What is the role of HR Manager?
9. What things should change in the organization? What
should change in different individuals involved in the
case in terms of their attitudes, valves, perceptions etc.?
10. What lessons can be drawn from this case for the
organization, the line manager, and the HR Manager?

26. United States
Australia
Canada
Britian
Netherlands
Singapore
Germany
France
Honkong
Japan
Italy
Taiwan
Soth Korea
0 5 10 15 20 25 30 35
FIGURE 1.1
The distribution
(per 100 people,
1995) of computers
around the world.
(Source: World
Economic Forum,
1996.)

27. Presence of Tension
• Gap between vision &
reality
• Questioning / Inquiry
• Challenging Status Quo
• Critical Reflection
Systems Thinking
• Shared vision
• Holistic Thinking
• Openness
Cultural Facilitating
Learning
• Suggestions
• Team Work
• Empowerment
• Empathy
FIGURE 2.2
Characteristics of learning
organizations. (source: Adapted from
Fred Luthans, micheal J. Rubach,
and Paul Marsnik, “Going Beyond
Total Quality: The Characteristics,
Techniques, and Measures of
Learning Organizations.
“The international
Journal of Organzational Analysis Jan’1995
LEARNING
ORGANIZATION

28. VALUES, ATTITUDES AND
JOB SATISFACTION

29. “A VALUE IS A VALUE FOR ME ONLY WHEN I SEE
THE VALUE OF THE VALUE AS VALUABLE TO ME.”
SWAMI DAYANANDA
THE VALUE OF VALUES
SRI GANGA DHARE SWAR TRUST
PURANI JHADI RISHIKESH

30. “WHEN YOU PREVENT ME FROM DOING ANYTHING
I’WANT TO DO, THAT IS PERSECUTION; BUT WHEN I
PREVENT YOU FROM DOING ANYTHING YOU WANT
TO DO, THAT IS LAW, ORDER AND MORALS.”
- G. B. SHAW

31. VALUES
BASIC CONVICTIONS THAT A SPECIFIC MODE OF
CONDUCT OR END-STATE OF EXISTENCE IS
PERSONALLY OR SOCIALLY PREFERABLE TO AN
OPPOSITE OR CONVERSE MODE OF CONDUCT OR
END-STATE OF EXISTENCE.

32. VALUE SYSTEM
A HIERARCHY BASED ON A RANKING OF AN
INDIVIDUAL’S VALUES IN TERMS OF THEIR
INTENSITY.

33. TYPES OF VALUES
TERMINAL VALUES
DESIRABLE END-STATES OF EXISTENCE; THE GOALS
THAT A PERSON WOULD LIKE TO ACHIEVE DURING
HIS OR HER LIFETIME.
INSTRUMENTAL VALUES
PREFERABLE MODES OF BEHAVIOR OR MEANS OF
ACHIEVING ONE’S TERMINAL VALUES.

34. A FRAMEWORK OF ASSESSING
CULTURES
• POWER DISTANCE
• INDIVIDUALISM
• COLLECTIVISM
• QUANTITY OF LIFE
• QUALITY OF LIFE
• UNCERTAINTY OF EVIDENCE
• LONG TERM ORIENTATION
• SHORT TERM ORIENTATION