Professional Documents
Culture Documents
Perception
Selective Attention
Organization and Interpretation Emotions and Behavior
Gholipour A. 2006. Organizational Behavior. University of Tehran.
Stage 1
Stage 2
Stage 3
Stage 4
A B C D E F
A
Interpretation C and categorization F
Memory C
Attribution Process
Internal Attribution
Perception that outcomes are due to motivation/ability rather than situation or fate
External Attribution
Perception that outcomes are due to situation or fate rather than the person
Distinctiveness:
Involves comparing a persons behavior or accomplishments on one task with the behavior or accomplishments from other tasks. Highly distinctive behavior or results represents a situation where the current behavior or result is significantly different from typical behavior or results on other tasks.
Consensus
Low High
B C D People
B C D People
Source: KA Brown, Explaining Group Poor Performance: an Attributional Analysis, Academy of Management Review, January 1984, p 56. Used with permission.
Distinctiveness
High Low
B C Tasks
B C Tasks
Source: KA Brown, Explaining Group Poor Performance: an Attributional Analysis, Academy of Management Review, January 1984, p 56. Used with permission.
Consistency
Low High
Time
Gholipour A. 2006. Organizational Behavior. University of Tehran.
Time
Source: KA Brown, Explaining Group Poor Performance: an Attributional Analysis, Academy of Management Review, January 1984, p. 56. Used with permission.
Attribution Errors
Fundamental Attribution Error
Attributing behavior of other people to internal factors (their motivation/ability)
Self-Serving Bias
Attributing our successes to internal factors and our failures to external factors
Identity: Who Am I?
Social Identity Organizational Identity Personal Identity
Gholipour A. 2006. Organizational Behavior. University of Tehran.
5.
Recency Effects: The tendency to remember recent information. Most recent information dominates perceptions, If the recent information is negative, the person or object is evaluated negatively.
Contrast Effects: The tendency to evaluate people or objects by comparing them with characteristics of recently observed people or objects. Primacy: First impressions Projection: Believing other people are similar to you
Gholipour A. 2006. Organizational Behavior. University of Tehran.
6.
7. 8.
Perceptual Biases and Errors in Decision Making 1. Overconfidence Error 2. Availability Heuristic 3. Representative Heuristic 4. Escalation of Commitment Error 5. Anchoring and Adjustment Heuristic 6. Confirmation Bias 7. Randomness Bias 8. Hindsight Bias
Gholipour A. 2006. Organizational Behavior. University of Tehran.
Unknown to Others
Area
Link Between
Perception
and
A1 A2
A3
A4
An Generate Alternatives
An
An
Evaluate Alternatives
Problem Clarity
Two:
Constant Preferences
Five:
Known Options
Three:
No Constraints
Six:
Clear Preferences
Maximum Payoff
No
Yes
Decision-Making Styles
High
Analytic
Conceptual
Directive
Behavioral
Low Rational
Way of Thinking
Intuitive
Performance Evaluations
Reward Systems
Organizational Constraints
Historical Constraints
Formal Regulations
Time Constraints
Time Orientation
Cultural Differences
Groups or Individuals
Problem Identification
Utilitarian
Rights
Justice