Professional Documents
Culture Documents
CH 5
CH 5
organizational behavior
stephen p. robbins
Perception and
Individual Decision
Making
ORGANIZATIONAL BEHAVIOR
S T E P H E N P. R O B B I N S
E L E V E N T H E D I T I O N
© 2005 Prentice Hall Inc. WWW.PRENHALL.COM/ROBBINS PowerPoint Presentation
All rights reserved. by Charlie Cook
After
After studying
studying this
this chapter,
OBJECTIVES
chapter,
you
you should
should be
be able
able to:
to:
1. Explain how two people can see the same
thing and interpret it differently.
2. List three determinants of attribution.
LEARNING
Perception
A process by which
••People’s
People’s behavior
behavior isis
individuals organize and based
based on
on their
their
interpret their sensory perception
perception of of what
what
impressions in order to reality
reality is,
is, not
not on
on
give meaning to their reality
reality itself.
itself.
environment.
••The
The world
world asas itit isis
perceived
perceived isis the
the worldworld
that
that isis behaviorally
behaviorally
important.
important.
E X H I B I T 5–1
E X H I B I T 5–1
Attribution Theory
When individuals observe
behavior, they attempt to
determine whether it is
internally or externally
caused.
Distinctiveness:
Distinctiveness:shows
showsdifferent
differentbehaviors
behaviorsinindifferent
differentsituations.
situations.
Consensus:
Consensus:response
responseisisthe
thesame
sameasasothers
otherstotosame
samesituation.
situation.
Consistency:
Consistency:responds
respondsininthe
thesame
sameway
wayover
overtime.
time.
Self-Serving Bias
The tendency for individuals
to attribute their own
successes to internal factors
while putting the blame for
failures on external factors.
Selective Perception
People selectively interpret what they see on the
basis of their interests, background, experience,
and attitudes.
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.
Projection Stereotyping
Attributing one’s own Judging someone on the
characteristics to other basis of one’s perception of
people. the group to which that
person belongs.
Problem
A perceived discrepancy
between the current state of
affairs and a desired state. Perception
Perception
of
ofthe
the
decision
decision
Decisions maker
maker
Choices made from among
alternatives developed from
data perceived as relevant.
Outcomes
E X H I B I T 5–3
E X H I B I T 5–3
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
Bounded Rationality
Individuals make decisions by constructing
simplified models that extract the essential
features from problems without capturing
all their complexity.