This chapter discusses perception and individual decision making. It defines perception as how individuals organize and interpret sensory impressions to make meaning of their environment. People's behavior is based on their perceptions, not objective reality. The chapter also examines factors that influence perception, such as attribution theory and biases. It then discusses the rational decision making model and how decisions are actually made, noting limitations like bounded rationality. Common biases in decision making are explored, along with ways to potentially improve the decision making process.
This chapter is very essential for those who are studying OB and as well has a huge importance for everyone else. Attitude is what makes someone successful and someone else unsuccessful. attitude is defined as evaluative statements- either favorable or unfavorable- concerning people, things, objects etc.while job satisfaction is a positive feeling about one's job.
Attitudes and Job Satisfaction - Organizational BehaviorFaHaD .H. NooR
This is a focus on Attitudes and Job Satisfaction. Managers should be interested in their employees’ attitudes because attitudes give warnings of potential problems and influence behavior. Creating a satisfied workforce is hardly a guarantee of successful organizational performance, but evidence strongly suggests that whatever managers can do to improve employee attitudes will likely result in heightened organizational effectiveness. Attitudes are evaluative statements or judgments concerning objects, people, or events. Attitudes are made up of three components. The cognitive component is made up of the belief in the way things are. The effective component is the more critical part of the attitude as it is calls upon the emotions or feelings. The behavioral component describes the intention to behave in a certain way toward someone or something. These three components work together to aid in our understanding of the complexity of an attitude. Sometimes we observe people who will change what they say so it doesn’t contradict their behavior. When attitudes and behaviors don’t line up, individuals will experience cognitive dissonance. This incongruity is uncomfortable and individuals will seek to reduce the dissonance to find consistency.
People are willing to live with some discomfort but the degree to which this is true depends upon the importance of the elements, how much influences the individual has in the situation, and the rewards available.
here you will find some basic applications of shortcuts which will help you to understand the behavior of your employees within the organization with the brief description in the conclusion, these are of 3 types:
1.Employment interview.
2.Performance expectation.
3.Performance evaluation.
Perception and individual decision makingfaizaperbanas
Perception and individual decision making :
-Perception and factors that influence perception
-Person Perception : Making Judgement about others
-Link between perception and individual decision making
-How should the decision be made?
-How are decision actually made in organizations?
-Ethics in decision making
-Improving creativity in decision making
This chapter is very essential for those who are studying OB and as well has a huge importance for everyone else. Attitude is what makes someone successful and someone else unsuccessful. attitude is defined as evaluative statements- either favorable or unfavorable- concerning people, things, objects etc.while job satisfaction is a positive feeling about one's job.
Attitudes and Job Satisfaction - Organizational BehaviorFaHaD .H. NooR
This is a focus on Attitudes and Job Satisfaction. Managers should be interested in their employees’ attitudes because attitudes give warnings of potential problems and influence behavior. Creating a satisfied workforce is hardly a guarantee of successful organizational performance, but evidence strongly suggests that whatever managers can do to improve employee attitudes will likely result in heightened organizational effectiveness. Attitudes are evaluative statements or judgments concerning objects, people, or events. Attitudes are made up of three components. The cognitive component is made up of the belief in the way things are. The effective component is the more critical part of the attitude as it is calls upon the emotions or feelings. The behavioral component describes the intention to behave in a certain way toward someone or something. These three components work together to aid in our understanding of the complexity of an attitude. Sometimes we observe people who will change what they say so it doesn’t contradict their behavior. When attitudes and behaviors don’t line up, individuals will experience cognitive dissonance. This incongruity is uncomfortable and individuals will seek to reduce the dissonance to find consistency.
People are willing to live with some discomfort but the degree to which this is true depends upon the importance of the elements, how much influences the individual has in the situation, and the rewards available.
here you will find some basic applications of shortcuts which will help you to understand the behavior of your employees within the organization with the brief description in the conclusion, these are of 3 types:
1.Employment interview.
2.Performance expectation.
3.Performance evaluation.
Perception and individual decision makingfaizaperbanas
Perception and individual decision making :
-Perception and factors that influence perception
-Person Perception : Making Judgement about others
-Link between perception and individual decision making
-How should the decision be made?
-How are decision actually made in organizations?
-Ethics in decision making
-Improving creativity in decision making
Our motivations play an important role in how we understand ourselves and the world. We all operate with assumptions, mindsets and expectations that we are sometimes less conscious of and which are likely to be influenced by our deeper motivational orientations.
By understanding the links between motivational patterns and hidden biases, we can expand our self-awareness, achieve a more complete and objective view of others, and make wiser behavioural choices.
Our motivations play an important role in how we understand ourselves and the world. We all operate with assumptions, mindsets and expectations that we are sometimes less conscious of and which are likely to be influenced by our deeper motivational orientations.
By understanding the links between motivational patterns and hidden biases, we can expand our self-awareness, achieve a more complete and objective view of others, and make wiser behavioural choices.
The Next Chapter (The Evolving Relationship between America and Pakistan )AIMS Education
The Pakistan Policy Working Group is an independent, bipartisan group of American experts on U.S.–Pakistan relations. The group was formed in January 2008 to assess the state of U.S.–Pakistan relations and to offer ideas to the next U.S. President and his Administration on managing this critical partnership. The group’s efforts were guided by the understanding that Pakistan is and will remain one of the United States’ foremost foreign policy and national security challenges, deserving of heightened attention in the new Administration.
The group met regularly for eight months to discuss topics involving Pakistan’s domestic political situation, counterterrorism, and internal security challenges, relationships within the region, and economic development and assistance. To inform the group’s work, members traveled to Pakistan, where they interviewed government officials, academics, business leaders, and nongovernmental organization (NGO) workers. Various U.S. officials and Pakistani experts also joined the group’s regular meetings to brief members on their areas of expertise. This report presents the findings of those meetings and research trips.
InterContinental Hotels Group (IHG) Annual Report and Form 20-F 2016AIMS Education
We are one of the world’s leading hotel
companies, whose purpose is to create Great
Hotels Guests Love® through delivering our
promise of True Hospitality for everyone.
We have a diverse portfolio of differentiated brands that
are well known and loved by millions of guests around
the world. Whatever their needs, we have the right hotel
brands for both our guests and owners.
TABLE OF CONTENTS
Introduction
Bond Market
Trade Deficit
Inflation
Interest Rate
Literature Review
Instrument Data Methodology
Results And Analysis
Discussion And Conclusion
Bibliography
Appendix
A Complete Survey Report on Technical Education & Vocational Training Authority [TEVTA] Working Under Government of The Punjab, Pakistan
History
Introduction
Mission Statement
Objectives
Courses
Organisational Structure
Powers of the Authority
Functions of the Authority
Reappointment and Resignation
Authority Funds, Budget, Audit and Accounts
Special Training Program
Salient Features
Training Delivery & Benefits
TEVTA Help-Desk at LCCI & It's Function
A short PowerPoint lecture given to two classes of 10th-grade English students during an internship at Davis Senior High. The purpose of this lecture was to familiarize students of varying English proficiency levels with one of three common argumentative appeals, and encourage critical thinking outside the classroom.
Complete Parafait – POS Training Manual
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Social Media - Evolution And Revolution - Start to TodayAIMS Education
Published on Apr 2, 2007
All request please fwd to umer.k.habib@gmail.com.
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How LinkedIn built a Community of Half a BillionaireAIMS Education
Published on Jun 12, 2017, 02:30 PM
Traction Conference 2017 - Since its 2003 inception, LinkedIn has transformed from a networking hub to a beacon of economic opportunity for more than 500 million global members. Vice President of Growth at LinkedIn, Aatif Awan, will explore vital contributors to its growth at milestones throughout LinkedIn’s history, from product innovations and team structure to international expansion. Sharing key lessons learned through this journey, Awan will discuss LinkedIn’s alignment of growth strategy to company vision rather than metrics, and the impact this approach has had on attracting, retaining and servicing its more than half billion members.
ARTIFICIAL NEURAL NETWORKS
Simple computational elements forming a large network
Emphasis on learning (pattern recognition)
Local computation (neurons)
Configured for a particular application
Pattern recognition/data classification
ANN algorithm
Modeled after brain
Set goals and objectives for ERP implementation
Appoint an ERP selection team and include key users in the selection phase
Find out which ERP systems are able to be adapted to company specific requirements
Distinguish between “must-have” and “lower priority” functions
Concentrate on core functions
Talk to several key-users about their experience with the ERP package
Can the software be easily upgraded? Find out costs and duration of an upgrade?
ERP Introduction (Lecture)
Chapter 1-The Roots of Distribution Information Management
Chapter 2-Strategic Use of Distribution Information Systems
Chapter 3-Information System Tactical Planning
Chapter 4-Selecting the System
Chapter 5-ERP Implementation
Chapter 6-The ERP Components
Chapter 7-Automating Sales and Marketing
Chapter 8-Replenishment
Chapter 9-Operations Management
Chapter 10-Executive Information Systems
Chapter 11-Managing the System
Chapter 12-Standardization and Putting the System to Work
Chapter 13-Customer Relationship Management
Chapter 14-Logistics and Procurement Systems
Chapter 15-Building a Best in Class ERP
Understand the effect of induction and integration mechanism on employee retention and performance.
Identify the objectives and steps of induction and integration.
Differentiate between training and development.
Describe on the job and off the job training methods.
Demonstrate and design training programs after conducting TNA.
Evaluate the effectiveness of training and development programs
Understand employee development , need analysis and its approaches.
Describe the issues faced during employee development.
Recognize different career managing terms.
Comprehend why career development is necessary.
Explain the steps to manage career.
Understand and Differentiate between strategic recruitment and selection.
Identify the dual goals of recruiting.
Comprehend recruitment process from organizational as well as individual perspective.
Identify what strategic decisions are involved in recruiting.
Explain the major recruitment methods and analyze their advantages and disadvantages.
Identify the basic selection criteria.
Design and administer an effective selection process.
Evaluate the three methods e.g., information gathering, tests and interviewing used in employee selection.
Appreciate varied contemporary interviewing techniques used by interviewers.
Design interview form and evaluation matrix.
Understand Human Resource Planning (HRP) and purpose of HRP.
Identify the relationship between strategy and HRP.
Identify the steps of HR planning process.
Describe the approaches to understand the jobs.
Discuss the phases of job analysis, including what it is and how it’s used.
Design model for forecasting HR requirements and employee requisition form.
Develop job descriptions , including summaries and job functions, using the Internet and traditional methods by using Job analysis questionnaire.
Develop job specifications using the Internet as well as your judgment.
Explain job analysis in a “jobless” world, including what it means and how it’s done in practice.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
1. Chapter THREE
Perception
and Individual
Decision Making
2. What Is Perception, and Why Is It Important?
What Is Perception, and Why Is It Important?
Perception
A process by which
••People’s behavior is
People’s behavior is
individuals organize and based on their
based on their
interpret their sensory perception of what
perception of what
impressions in order to reality is, not on
reality is, not on
give meaning to their reality itself.
reality itself.
environment.
••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.
3. Factors That
Factors That
Influence
Influence
Perception
Perception
E X H I B I T 5–1
E X H I B I T 5–1
4. Person Perception: Making Judgments About
Person Perception: Making Judgments About
Others
Others
Attribution Theory
When individuals observe
behavior, they attempt to
determine whether it is
internally or externally
caused.
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.
6. Errors and Biases in Attributions
Errors and Biases in Attributions
Fundamental Attribution Error
The tendency to underestimate
the influence of external factors
and overestimate the influence
of internal factors when making
judgments about the behavior of
others.
In general, we
tend to blame the
person first, not
the situation.
7. Errors and Biases in Attributions (cont’d)
Errors and Biases in Attributions (cont’d)
Self-Serving Bias
The tendency for individuals to
attribute their own successes
to internal factors while putting Thought: When student
the blame for failures on gets an “A” on an exam,
external factors. they often say they
studied hard. But when
they don’t do well, how
does the self serving
bias come into play?
Hint: Whose fault is it
usually when an exam is
“tough”?
8. Frequently Used Shortcuts in Judging Others
Frequently Used Shortcuts in Judging Others
Selective Perception
People selectively interpret what they see on the
basis of their interests, background, experience,
and attitudes.
9. Frequently Used Shortcuts in Judging Others
Frequently Used Shortcuts in Judging Others
Halo Effect
Drawing a general impression
about an individual on the
basis of a single characteristic
Contrast Effects
Evaluation of a person’s characteristics that
are affected by comparisons with other
people recently encountered who rank higher
or lower on the same characteristics
10. Frequently Used Shortcuts in Judging Others
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.
11. Specific Applications in Organizations
Specific Applications in Organizations
Employment Interview
– Perceptual biases of raters 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.
Ethnic Profiling
– A form of stereotyping in which a group of individuals is
singled out—typically on the basis of race or ethnicity
—for intensive inquiry, scrutinizing, or investigation.
12. Specific Applications in Organizations (cont’d)
Specific Applications in Organizations (cont’d)
Performance Evaluations
– Appraisals are often the subjective (judgmental)
perceptions of appraisers of another employee’s job
performance.
13. The Link Between Perceptions and Individual
The Link Between Perceptions and Individual
Decision Making
Decision Making
Problem
A perceived discrepancy
between the current state of
affairs and a desired state. Perception
Perception
of the
of the
decision
decision
Decisions maker
maker
Choices made from among
alternatives developed from
data perceived as relevant.
Outcomes
14. Assumptions of the Rational Decision-Making
Assumptions of the Rational Decision-Making
Model
Model
Rational Decision- Model Assumptions
Model Assumptions
Making Model
•• Problem clarity
Problem clarity
Describes how
•• Known options
Known options
individuals should
behave in order to •• Clear preferences
Clear preferences
maximize some •• Constant
outcome. Constant
preferences
preferences
•• No time or cost
No time or cost
constraints
constraints
•• Maximum payoff
Maximum payoff
15. Steps in the Rational Decision-Making Model
Steps in the Rational Decision-Making Model
1. Define the problem.
2. Identify the decision criteria.
3. Allocate weights to the criteria.
4. Develop the alternatives.
5. Evaluate the alternatives.
6. Select the best alternative.
E X H I B I T 5–3
E X H I B I T 5–3
16. The Three Components of Creativity
The Three Components of Creativity
Creativity
The ability to produce
novel and useful ideas.
Three-Component
Model of Creativity
Proposition that individual
creativity requires expertise,
creative-thinking skills, and
intrinsic task motivation.
E X H I B I T 5–4
Source: T.M. Amabile, “Motivating Creativity in Organizations,” California Management Review, Fall 1997, p. 43.
E X H I B I T 5–4
17. How Are Decisions Actually Made in
How Are Decisions Actually Made in
Organizations?
Organizations?
Bounded Rationality
Individuals make decisions by constructing
simplified models that extract the essential
features from problems without capturing all
their complexity.
18. How Are Decisions Actually Made in
How Are Decisions Actually Made in
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.
19. Common Biases and Errors
Common Biases and Errors
Overconfidence Bias
– Believing too much in our own ability to make good
decisions.
Anchoring Bias
– Using early, first received information as the basis for
making subsequent judgments.
Confirmation Bias
– Using only the facts that support our decision.
20. Common Biases and Errors
Common Biases and Errors
Availability Bias
– Using information that is most readily at hand.
• Recent
• Vivid
Representative Bias
– “Mixing apples with oranges”
– Assessing the likelihood of an occurrence by trying to match
it with a preexisting category using only the facts that
support our decision.
Winner’s Curse
– Highest bidder pays too much
– Likelihood of “winner’s curse” increases with the number of
people in auction.
21. Common Biases and Errors
Common Biases and Errors
Escalation of Commitment
– In spite of new negative information, commitment
actually increases!
Randomness Error
– Creating meaning out of random events
Hindsight Bias
– Looking back, once the outcome has occurred, and
believing that you accurately predicted the outcome of
an event
22. Intuition
Intuition
Intuitive Decision Making
– An unconscious process created out of distilled
experience.
Conditions Favoring Intuitive Decision Making
– A high level of uncertainty exists
– There is little precedent to draw on
– Variables are less scientifically predictable
– “Facts” are limited
– Facts don’t clearly point the way
– Analytical data are of little use
– Several plausible alternative solutions exist
– Time is limited and pressing for the right decision
23. Individual Differences in Decision Making
Individual Differences in Decision Making
Personality
Aspects of conscientiousness and escalation of
commitment.
Self Esteem High self serving bias
Gender
Women tend to analyze decisions more than men.
Source: A.J. Rowe and J.D. Boulgarides, Managerial Decision
Making, (Upper Saddle River, NJ: Prentice Hall, 1992), p. 29.
24. 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.
25. 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 collective decision making
26. Ethics in 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
such as whistleblowers.
– Justice
• Imposing and enforcing rules fairly and impartially.
27. Ethics in Decision Making
Ethics in Decision Making
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.
28. Ways to Improve Decision Making
Ways to Improve Decision Making
1. Analyze the situation and adjust your decision
making style to fit the situation.
2. Be aware of biases and try to limit their impact.
3. Combine rational analysis with intuition to
increase decision-making effectiveness.
4. Don’t assume that your specific decision style is
appropriate to every situation.
5. Enhance personal creativity by looking for novel
solutions or seeing problems in new ways, and
using analogies.
29. Toward Reducing Bias and Errors
Toward Reducing Bias and Errors
Focus on goals.
– Clear goals make decision making easier and help to
eliminate options inconsistent with your interests.
Look for information that disconfirms beliefs.
– Overtly considering ways we could be wrong
challenges our tendencies to think we’re smarter than
we actually are.
Don’t try to create meaning out of random events.
– Don’t attempt to create meaning out of coincidence.
Increase your options.
– The number and diversity of alternatives generated
increases the chance of finding an outstanding one.
Source: S.P. Robbins, Decide & Conquer: Making Winning Decisions and Taking Control E X H I B I T 5–5
of Your Life (Upper Saddle River, NJ: Financial Times/Prentice Hall, 2004), pp. 164–68.
E X H I B I T 5–5