This document discusses perception and individual decision making. It explains that perception is how individuals organize and interpret sensory impressions to make meaning of their environment. When judging others, people look at attributes like distinctiveness, consensus, and consistency. Attribution theory examines whether behavior is caused internally or externally. Common errors in attribution include the fundamental attribution error of overestimating internal factors and the self-serving bias of blaming failures on external factors. Shortcuts used in judging others are selective perception, the halo effect, contrast effects, projection, and stereotyping. Perception influences individual decision making, which involves identifying problems, developing alternatives, and making choices to resolve discrepancies. Motivation theories examine what, how, and why outcomes motivate behavior. Content

1. PERCEPTION AND
INDIVIDUAL
DECISION
MAKING

2. WHAT IS PERCEPTION, AND
WHY IS IT IMPORTANT?
•People’s behavior is
based on their
perception of what
reality is, not on
reality itself.
•The world as it is
perceived is the world
that is behaviorally
important.
Perception
A process by which
individuals organize and
interpret their sensory
impressions in order to
give meaning to their
environment.

3. PERSON PERCEPTION: MAKING
JUDGMENTS ABOUT OTHERS
Distinctiveness: shows different behaviors in different situations.
Consensus: response is the same as others to same situation.
Consistency: responds in the same way over time.
Attribution Theory
When individuals observe behavior, they attempt to
determine whether it is internally or externally
caused.

4. 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.

5. ERRORS AND BIASES IN
ATTRIBUTIONS (CONT’D)
Self-Serving Bias
The tendency for individuals to attribute their own
successes to internal factors while putting the blame
for failures on external factors.

6. FREQUENTLY USED SHORTCUTS
IN JUDGING OTHERS
Selective Perception
People selectively interpret what they see on the
basis of their interests, background, experience,
and attitudes.

7. FREQUENTLY USED SHORTCUTS
IN JUDGING OTHERS
Halo Effect
Drawing a general impression about an individual on
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.

8. FREQUENTLY USED SHORTCUTS
IN JUDGING OTHERS
Projection
Attributing one’s own characteristics to other people.
people.
Stereotyping
Judging someone on the basis of one’s perception of
the group to which that person belongs.

9. THE LINK BETWEEN PERCEPTIONS
AND INDIVIDUAL DECISION MAKING
Perception
of the
decision
maker
Outcomes
Problem
A perceived discrepancy
between the current state of
affairs and a desired state.
Decisions
Choices made from among
alternatives developed from
data perceived as relevant.

10. MOTIVATION

11. INTRODUCTION
Motivation means what makes people move.
Why people do, what they do.
The direction, intensity and persistence of human behavior over
time.
PERSPECTIVES: around 80 theories.
Insight into Why people do, what they do.

12. THEORIES OF MOTIVATION
Content Theories: What motivates people
Process Theories: How people are motivated
Outcome Theories: Outcome people hope to get
something, not something else.

13. CONTENT THEORIES
What Motivates US?
Our personal needs.
The nature of our jobs.
The goals we want to achieve.

14. OUR PERSONAL NEEDS
Maslow’s Pyramid of Needs

15. OUR PERSONAL NEEDS
McClelland’s Needs
Need for Achievement Need for Power
Need for Affiliation

16. THE GOALS WE WANT TO
ACHIEVE
Locke: Goal Setting Theory
Specific
Challenging
Committed by the people

17. THE NATURE OF OUR JOBS
Herzberg Two Factor Theory: Motivators vs. Hygiene
.