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Organizational Behavior C715 > Perception and Individual Decision Making > Flashcards

Perception and Individual Decision Making Flashcards

1
Q

6-1 Explain the factors that influence perception

A

Perceiver, target, and situation or environment

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2
Q

Perception

A

A process by which individuals organize and interpret their sensory impressions to give meaning to their environment

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3
Q

Factors that influence perception

A

Factors in the perceiver, target, and situation

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4
Q

Factors in the perceiver

A

Attitudes
Motives
Interests
Experience
Expectations

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5
Q

Factors in the situation

A

Time
Work setting
Social setting

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6
Q

Factors in the target

A

Novelty
Motion
Sounds
Size
Background
Proximity
Similarity

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7
Q

Perception concepts most relevant to OB

A

Person perceptions

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8
Q

Person perceptions

A

Perceptions people form about each other

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9
Q

Attribution theory

A

An attempt to explain the ways we judge people differently, depending on the meaning we attribute to a behavior, such as determining whether an individual’s behavior is internally or externally caused

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10
Q

Factors determining internal or external causation

A

Distinctiveness
Consensus
Consistency

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11
Q

Internally caused behaviors

A

Those an observer believes to be under the personal behavioral control of another individual

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12
Q

Externally caused behaviors

A

What we imagine the situation forced the individual to do

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13
Q

Distinctiveness

A

Refers to whether an individual displays different behaviors in different situations
Is the employee who was late to work today the type to “blow off” other commitments?
Is the behavior unusual?

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14
Q

Consensus

A

Everyone who faces a similar situation responds in the same way
If all employees who take the same route to work were also late, it would meet this criterion
If consensus is high, one would give an external attribution to this tardiness
If the other employees who take the same route were on time, the lateness of one employee would be attributed to an internal cause

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15
Q

Consistency

A

Does the person respond the same way over time?
The more consistent the behavior, the more we are inclined to attribute it to internal causes

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16
Q

Fundamental attribution error

A

The tendency to underestimate the influence of external factors and overestimate the influence of internal factors when making judgments about the behavior of others

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17
Q

Self-serving bias

A

The tendency for individuals to attribute their own successes to internal factors and put the blame for failures on external factors

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18
Q

Selective perception

A

The tendency to choose to interpret what one sees based on one’s interests, background, experience, and attitudes

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19
Q

Halo effect

A

The tendency to draw a positive general impression about an individual based on a single characteristic

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20
Q

Horns effect

A

The tendency to draw a negative general impression about an individual based on a single characteristic

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21
Q

Contrast effect

A

Evaluation of a person’s characteristics that is affected by comparisons with other people recently encountered who rank higher or lower on the same characteristics

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22
Q

Stereotyping

A

Judging someone based on one’s perception of the group to which that person belongs

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23
Q

Heuristics

A

Stereotypes or shortcuts used to make fast decisions about people and groups around us

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24
Q

Applications of shortcuts in organizations

A

Employment interview
Performance expectations
Performance evaluations

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25
Q

Self-fulfilling prophecy (or Pygmalion effect)

A

A situation in which a person inaccurately perceives a second person and the resulting expectations cause the second person to behave in ways consistent with the original perception

26
Q

True or False: All stereotypes are negative

A

False

27
Q

6-3 Explain the link between perception and decision making

A

The way individuals make decisions and the quality of their choices are largely influenced by their perceptions

28
Q

Decisions

A

Choices made from among two or more alternatives
Decision making occurs as a reaction to a problem
Discrepancy exists between the current state of affairs and some desired state

29
Q

Problem

A

A discrepancy between the current state of affairs and some desired state

30
Q

Perceptual issue

A

The awareness that a problem exists and that a decision might or might not be needed

31
Q

6-4 Contrast the rational model of decision making with bounded rationality and intuition

A

Generally accepted constructs of decision making are employed by each of us to make determinations
Though their processes make sense, they may not lead to the most accurate (or best) decisions
More important, sometimes one strategy may lead to a better outcome than another in a given situation

32
Q

Rational

A

Characterized by making consistent, value-maximizing choices within specified constraints

33
Q

Rational decision-making model

A

A decision-making model that describes how individuals should behave to maximize some outcome

34
Q

Steps in the rational decision-making model

A

Define the problem
Identify the decision criteria
Allocate weights to the criteria
Develop the alternatives
Evaluate the alternatives
Select the best alternative

35
Q

Bounded rationality

A

A process of making decisions by constructing simplified models that extract the essential features from problems without capturing all their complexity

36
Q

Satisficing

A

Seeking solutions that are satisfactory and sufficient

37
Q

Satisficing choice

A

The first acceptable one we encounter

38
Q

Intuitive decision making

A

An unconscious process created out of distilled experience

39
Q

Anchoring bias

A

A tendency to fixate on initial information and fail to adequately adjust for subsequent information

40
Q

Confirmation bias

A

The tendency to seek out information that reaffirms past choices and to discount information that contradicts past judgments

41
Q

Availability bias

A

The tendency to base judgments on readily available information

42
Q

Escalation of commitment

A

An increased commitment to a previous decision despite negative information

43
Q

Randomness error

A

The tendency of individuals to believe that they can predict the outcome of random events

44
Q

Risk aversion

A

The tendency to prefer a sure gain of a moderate amount over a riskier outcome, even if the riskier outcome might have a higher expected payoff

45
Q

Hindsight bias

A

The tendency to believe falsely, after an outcome of an event is actually known, that one would have accurately predicted that outcome

46
Q

Explain how individual differences and organizational constraints affect decision making

A

Individual differences- The decision-making process consists of features like intuitions, the presence of errors and biases, and bounded rationality. Several individual differences influence the decision-making process, including personality, gender, cultural differences, and mental ability.

47
Q

Contrast the three ethical decision criteria

A

The three ethical decision criteria are utilitarianism, rights and justices. Utilitarianism criterion in decisions is on their outcomes, which has a goal such as efficiency, productivity, and high profits.

48
Q

Utilitarianism

A

Making decisions solely based on outcomes

An ethical perspective in which decisions are made to provide the greatest good for all

49
Q

Whistle-blowers

A

Individuals who report unethical practices by their employer to outsiders

50
Q

Deonance

A

A perspective in which ethical decisions are made because you “ought to” in order to be consistent with moral norms, principles, standards, rules, or laws

51
Q

CSR

A

Corporate social responsibility

52
Q

Behavioral ethics

A

Analyzing how people behave when confronted with ethical dilemmas

53
Q

Creativity

A

The ability to produce novel and useful ideas

53
Q

Describe the three-stage model of creativity

A

Causes of creative behavior –>
Creative behavior –>
Creative outcomes (innovation)

54
Q

Problem formulation

A

The stage of creative behavior that involves identifying a problem or opportunity requiring a solution that is yet unknown

55
Q

Information gathering

A

The stage of creative behavior when possible solutions to a problem incubate in an individual’s mind

56
Q

Idea generation

A

The process of creative behavior that involves developing possible solutions to a problem from relevant information and knowledge

57
Q

Idea evaluation

A

The process of creative behavior involving the evaluation of potential solutions to problems to identify the best one

58
Q

Causes of creative behavior

A

Intelligence and creativity
Personality and creativity
Expertise and creativity
Ethics and creativity

59
Q

Expertise

A

The foundation for all creative work, thus the single most important predictor of creative ptential

60
Q

IAT

A

Implicit Association Test
Examine how quickly people make prejudicial associations vs. nonprejudicial associations

61
Q
A

Organizational Behavior C715 (4 decks)

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