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41 Cards in this Set

  • Front
  • Back

Perception

process by which we organizeed and interperate sensory info to give meaning to enviornment

peoples behaviors are based on...

our perception of reality not on reality itself

Factors of perception

in situation (time, setting)


in the preciever (attitude, motives, interests, experiences, expectations)


in the target (novelty motion, sound, size)

Atribution theory

when we observe behavior we try to determine if it is externally or internally caused.

three components of attribution theory

distinctiveness


consensus


consistency

Fundamental attribution error

tendency to underestimate the influence of external factors and overestimate the influence of internal or personal factors.

Self-serving bias

Individuals attribute their own successes to internal factors.

Selective perception

Any characteristic that makes a person, object, or event stand out will increase the probability that it will be perceived

Halo effect

The halo effect occurs when we draw a general impression on the basis of a single character

Contrast effects

We do not evaluate a person in isolation.Our reaction to one person is influenced by other persons we have recently encountered

Stereotyping

Judging someone on the basis of our perception of the group to which he or she belongs

PerformanceExpectations

people will attempt to validate their perceptions of reality, even when those perceptions are faulty

Self-fulfilling prophecy


Pygmalion effect,

characterizes the fact that people’s expectations determine their behavior

Top managers

determine their organization’s goals, what products or services to offer, how best to finance operations, or where to locate a new manufacturing plant.

Middle- and lower-level managers

determine production schedules, select new employees, and decide how pay raises are to be allocated

steps to make a decision

Step 1: Define the problem.


Step 2: Identify the decision criteria.


Step 3: Allocate weights to the criteria.


Step 4: Develop the alternatives.


Step 5: Evaluate the alternatives.


Step 6: Select the best alternative.

rational decision-making model

assumes the decision maker has complete information, is able to identify all the relevant options in an unbiased manner, and chooses the option with the highest utility.

satisfice

that is, they seek solutions that are satisfactory and sufficient

bounded rationality

limited information-processing capabilityof human beings makes it impossible to assimilate and understand all theinformation necessary to optimize so Theyconstruct simplified models that extract the essential features

intuitive decision making

unconscious process


relies on holistic associations, or links between disparatepieces of information,


is fast, and is affectively charged, meaning it usuallyengages the emotions

Overconfidence Bias

Individualswhose intellectual and interpersonal abilities are weakest are most likely tooverestimate their performance and ability.

Anchoring Bias

Fixating on initial information as a starting point and failing to adequately adjust for subsequent information

confirmation bias.

It is a type of selective perception. Here we seek out information thatreaffirms past choices, and discount information that contradicts pastjudgments.

availability bias

the tendency for people to base judgments on information that is readily available.

Escalation of commitment

is a bias that occurs when we stay with a decision even when there is clear evidence that it’s wrong. This type of bias is most likely to occur when individuals view themselves as responsible for the outcome.

randomness error

tendency to believe we can predict the outcome of random events. Decision making becomes impaired when we try to create meaning out of random events.

riskaversion

is the tendency to prefer a sure thing instead of a risky outcome

hindsight bias

the tendency to believe falsely that one has accurately predicted the outcome of an event, after that outcome is actually known. Hindsight bias reduces our ability to learn from the past

Individual differences thta effect decison making

Peersonality


-concientiousness (achievment striving, dutifulnesss)


-high self-esteem


Gender


-rumnation


mental ability


cultural Differences

Organizational constraints that affest decision making

preformance evaluations


reward systems


formal regulations


system... imposed time restraint


historical precedents

Rumination

reflecting at length; in decision making, it translates to over-thinking problems

Ethical Decision making criterion

utilitarianism


Focus on rights


Impose and enforce rules fairly andimpartially to ensure justice or an equitable distribution of benefitsand costs.

utilitarianism

which occurs when decisions are made solely on the basis of their outcomes or consequences.

focus in rights

make decisions consistent with fundamental liberties and privileges as set forth in documents such as the Bill of Rights. •Protects whistle-blowers

Behavioral ethics

an area of study that analyzes how people actually behave when confronted with ethical dilemmas.

James Q. Wilson


the broken windows theory

decayed and disorderly urban environments mayfacilitate criminal behavior because they signal antisocial norms.


Second, managers should encourageconversations about moral issues


we should be aware of ourown moral “blind spots” – the tendency to see ourselves as more moral than weare, and others as less moral than they are.

moral “blind spots”

the tendency to see ourselves as more moral than we are, and others as less moral than they are.

creativity

ability to produce novel and useful ideas

causes ofcreative behavior

creative potential


creative enviornment (motivation, rewards and recognizes creative work, Good leadership)

Creative behavior four steps,

•Problem formulation identify a problem


•Information gathering


•Idea generation


•Idea evaluation



creative outcomes

Novelty itself does not generate a creative outcome if it isn’t useful; thus, “off- the- wall” solutions are creative only if they help solve the problem