Chapter 5 perception and decision making.ppt

1、Chapter 5 Perception and Individual Decision-making,Perception : Definition and importance,A process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment. What one perceives can be substantially different from objective reality, peoples

2、behavior is based on their perception of what reality is, not reality itself.,Context Effects of Perception,A l3 C l2 l3 l4,Integration of Perception,Illusions of Perception,心理知覺圖片,Factors Influencing Perception,Attribution Theory,Perception of a persons action influenced by the assumptions we make

3、about the persons internal state When individuals observe behavior, they attempt to determine whether it is internally or externally caused. Internally caused behaviors: under the personal control of the individual.,Attribution Theory: Judging Others,Our perception and judgment of others is signific

4、antly influenced by our assumptions of the other persons internal state. When individuals observe behavior, they attempt to determine whether it is internally or externally caused. Internal causes are under that persons control External causes are not person forced to act in that way Causation judge

5、d through: 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., 2009 Prentice-Hall Inc. All rights reserved.,5-14,Attribution Theory( When individuals observe behavior, they att

6、empt to determine whether it is internally or externally caused. ),High,High,Low,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

7、 of others We blame people first, not the situation Self-Serving Bias The tendency for individuals to attribute their own successes to internal factors while putting the blame for failures on external factors It is “our” success but “their” failure, 2009 Prentice-Hall Inc. All rights reserved.,5-16,

8、Shortcuts in judging others,Make accurate perception rapidly Selective perception: people selectively interpret what they see based on their interests, background, experience, and attitudes. Halo effect: Drawing a general impression about an individual based on a single characteristic.,Shortcuts in

9、judging others,Contrast effects: Evaluations of a persons characteristics that are affected by comparisons with other people recently encountered who rank higher or lower on the same characteristic. Projection: Attributing ones own characteristics to other people. (take homogenuity for granted) Ster

10、eotyping: Judging someone on the basis of ones perception of the group to which that person belongs 1st impression, recent,對某類人形成的刻板印象的具體表現(xiàn),商人唯利是圖、農(nóng)民樸實憨厚； 年幼無知、嘴上沒毛，辦事不牢、老年人墨守成規(guī)等； 女細男粗等； 北方人豪爽率直；南方人精明算計；草原人粗獷豪放；天上九頭鳥，地下湖北佬精明善變； 德富有哲理；法愛好藝術、熱情、開朗、輕率；英紳士風度、保守等。,Specific Applications in Organizations,E

11、mployment Interview （聘用面試） Performance Expectations （績效期望） Self-fulfilling Prophecy ( Pygmalion effect ) （自我實現(xiàn)預言） Performance Evaluation （績效評估） Employee Effort （員工努力） Employee Loyalty （員工忠誠）,Section 2 Individual Decision Making,Decision: The making of choices from among 2 or more alternatives An imp

12、ortant part of OB Problem:A discrepancy between some current state of affairs preserves rights Con: Creates an overly legalistic work environment Justice Pro: Protects the interests of weaker members Con: Encourages a sense of entitlement, 2009 Prentice-Hall Inc. All rights reserved.,5-41,Decision m

13、aking in reality: Cultural factors,Power Distance,Individualism,Uncertainty Avoidance,Quantity Versus Quality of Life,Hofstedes Dimensions of National Culture,Decision making in reality: Cultural factors,Cultural Differences in Decision Making Practices,Decision making in reality: Cultural factors,Advantages of Group Decision-Making,More complete information Diversity of experience Generation of more alternatives Solutions more likely to be accepted by those concerned,Disadvantages of Group Decision-Making,Time-consuming Domination by a few Pressure to conform,When are Groups More