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CHAPTER 3 INDIVIDUAL VALUES AND PERCEPTION - Coggle Diagram
CHAPTER 3 INDIVIDUAL VALUES AND PERCEPTION
Perception
A process by which organize and interpret sensory impressions to give meaning to environment
Important because people's behavior is based on their perception of what reality is, not on reality itself
Factors that influence
Situation
Work setting
Social setting
Time
Target
Novelty
Motion
Sounds
Size
Background
Proximity
Similarity
Perceiver
Attitudes
Motives
Interest
Experience
Expectations
Attribution Theory
explain the ways to judge people differently ,depends on attribute to a behavior. such as determining an individual's behavior by internally or externally caused.
Internally caused
those that are believed to be under the personal control of the individual
Factors depend on determination
Consistency
Consensus
Distinctiveness
Externally caused
resulting from outside causes
Fundamental attribution error
the tendency to underestimate the influence of external factors and overestimate the influence of internal factors to make judgement about the behavior of others
Self-serving bias
individuals to attribute their own success to internal factors and blame for failure on external factors
Common shortcuts in judging others
Halo and Horns Effects
A general impression based on a single characteristic
Stereotyping
judging someone based on one's perception of the group to which that person belongs
Selective perception
Any characteristics that makes a person. object, or event stand out will increase the probability that it will be perceived
Applications that shortcuts in organization
Performance expectations
evidence that demonstrates people will attempt to validate their perceptions of reality, even when those perception are faulty
Performance evaluation
an employee's performance appraisal is very much dependent upon the perceptual process
Employment interview
evidence indicates that interviewers make perceptual judgements that are often inaccurate
Decision Making in organization
Bounded rationality
A process of making decision by perceiving and interpreting the essential features of problems without capturing their complexity
Intuition
an unconscious process created out of distilled experience
Rational decision -making model
describes how individuals should behave to maximize some outcome
Common Biases and Errors in Decision Making
Availability bias
Escalation of commitment
Confirmation bias
Randomness error
Anchoring bias
Risk aversion
Overconfidence bias
Hindsight bias
Influences on decision making
Individual difference
Mental Ability
Gender
Cultural differences
Personality
Organization constraints
Formal regulations
System-Imposed time constraints
Reward systems
Historical precedents
Performance evaluation systems
Ethical Decision Criteria
Behavioral ethics
analyzing how people behave when confronted with ethical dilemmas
Lying
one of the unethical activities indulge in daily
Utilitarianism
making decision solely based on their outcomes
Stage model of creativity
Causes of creative behavior
Personality and creativity
Expertise and creativity
Intelligence and creativity
Ethics and creativity
Creative outcomes
Novelty
Usefulness
Creative behavior
Idea generation
Idea evaluation
Information gathering
Problem formulation