组织行为学感知I.定义和重要性

1、Class 3.Perception I.Definition and importanceA process by which individuals organize and interpret their sensory impressions in order to give meaning to their environmentWhat one perceives can be substantially different from objective reality, Peoples behavior is based on their perception of what r

2、eality is,not reality itself.II.Factors Influencing Perception The perceiver,object,contextThe perceivers personal characteristics interpretation-attitudes,motives, attentive focus-preoccupied problem, interests, past experience(novice,keen) Distortion-expectation Characteristics in the target attra

3、ctiveness of the shape-motion,sounds,size background,similarity,physical or time proximityThe Situation-T,location,light,heat,settingIII.Attribution TheoryNonliving objects are subject to the law of nature with no beliefs,motives or intentions. Perception of a persons action influenced by the assump

4、tions we make about the persons internal stateWhen individuals observe behavior,they attempt to determine whether it is internally or externally caused. 3 factorsInternally caused behaviors(external causation) : under the personal control of the individual;III.Attribution TheoryDistinctiveness:wheth

5、er an individual displays different behaviors in different situation.(unusual) Consensus:if everyone faced with a similar setting responds in the same way.(high-E) Consistency:does the person respond the same way over time. .(high-I) Fundamental attribution error:the tendency to underestimate the in

6、fluence of external factors-when making judgement about others Self-serving bias:IV.Shortcuts in judging othersMake accurate perception rapidly,riskSelective perception:people selectively interpret what they see based on their interests,background, experience,and attitudes. Study take the stimuli in

7、 bits and piece,riskHalo effect:Drawing a general impression about an individual based on a single characteristic. -traits are ambiguous in behavioral,moral overtone,limited experience IV.Shortcuts in judging othersContrast effects:Evaluations of a persons characteristics that are affected by compar

8、isons 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)Stereotyping:Judging someone on the basis of ones perception of the group to which that person belongs1st im

9、pression, recentV.Applications in OrganizationsEmployment interview-Make inaccurate perceptual judgements; Early expression-1st 4-5 minutes carry greater weight; Absence of unfavor-Performance expectations Self-fulfilling prophecy:when one inaccurately perceives the 2nd & the resulting expectations

10、cause the 2nd person to behave in ways consistent with the original perceptionV.Applications in OrganizationsPerformance evaluation: Objective measure; subjective appraisal,perceptionEmployee effort:Usually an individuals future is not dependent on performance alone, sometimes the lever of effort is

11、 given high importance. Subjective judgement.Employee loyalty or commitment: openly disparaging,looking for outside opportunities, whistle-blowersSection 2 The link between perception and Individual Decision MakingDecision:The making of choices from among 2 or more alternatives An important part of

12、OB,empowering. The way & quality of choices-perception Problem:A discrepancy between some current state of affairs & desired state. Awareness; information(data) screening,processingI.The Optimizing D-M ModelThat describes how individuals should behave to maximize some outcomeSteps:1.Ascertain the ne

13、ed for decision-disparity 2. Identify the decision criteria 3.Allocate weight to the criteria 4.5.Develop,evaluate the alternatives 6.Select the bestI.The Optimizing D-M ModelAssumption of the Optimizing Model Simple,well-structured Rationality:Choices that are consistent & value-maximizing. Fully o

14、bjective & logical Goal oriented(compatible), criteria set,All options are known, Preferences are clear,constant,solution can be found (final choice)Prediction from the model-Stable over timeII.Alternative D-M Model 1.The Satisficing ModelComplexity,high uncertaintyA D-M model where a decision maker

15、 chooses the 1st solution that is “good enough”,that is satisfactory & sufficientBounded rationality:Individuals make decisions by constructing simplified model that extract the essential features from problems without capturing all their complexity.II.Alternative D-M Model 2.The Implicit Favorite M

16、odelA D-M model where the decision maker implicitly selects a preferred alternative early in the decision process & biases the evaluation of all other choicesII.Alternative D-M Model 3.The Intuitive ModelAn unconscious process created out of distilled experienceIntuition:a form of extrasensory power, 6 sense; personality trait inherent; chess player Condition:1.high level of uncertainty,2.little precedent,