The document discusses key concepts around perception and individual decision making. It defines perception as how individuals organize and interpret sensory impressions to make meaning of their environment. Perception can be influenced by factors like attribution theory, biases, and shortcuts people use to make judgments about others. The rational decision making model is described, though actual decisions are more bounded and prone to biases. Ways to potentially improve decision making are discussed.
O.b. c 6 perception and individual decision makingDr.Rajesh Kamath
This document discusses perception and individual decision making. It explains that perception is how individuals interpret sensory impressions to make meaning of their environment, and is influenced by factors in the perceiver, situation, and target. It also discusses attribution theory and how people make judgments about others. Common shortcuts in judging others like selective perception, halo effect, and stereotyping are explained. The document then discusses factors that influence individual decision making like bounded rationality and intuition. It also outlines several common biases that can impact decision making. Finally, it discusses how personality, gender, and mental ability can influence decision making processes.
This document outlines a 6-step process for responsible decision making: 1) state the situation clearly, 2) list all possible outcomes, 3) weigh the pros and cons of each outcome, 4) consider how each aligns with your values, 5) make a decision and take action, and 6) evaluate the outcome of your decision. It emphasizes gathering advice from others, considering both short- and long-term impacts, and reflecting on decisions made to improve future choices. The process is meant to help make thoughtful, values-aligned decisions in a variety of situations.
The document summarizes several studies on leadership, status, obedience, responsibility and other factors in economics.
1) One study found that having high status increases charitable giving, as high status individuals are more likely to be mimicked. Another study found that central high status players in a network public goods game serve a leadership role and increase cooperation from other players.
2) A study on responsibility found that individuals contributed less in a public goods game when they were responsible for the earnings of a friend, showing social ties are important for responsibility to impact behavior.
3) A study on singling individuals out found both positive and negative effects - singled out individuals trusted others less and were trusted less, while those preferred were either
The document discusses the case method of learning. It provides details on what case study analysis involves, the objectives and types of case studies, and the steps to prepare and analyze a case study. The key points are:
1) A case study examines real-life situations and problems faced by managers and provides incomplete information to analyze.
2) The objectives are to help students apply theories, solve problems, and develop business judgment skills.
3) There are different types of case studies like illustrative, exploratory, and critical instance cases.
4) Analyzing a case study involves 6 steps - comprehending the situation, defining the problem, identifying causes, generating solutions, making a decision, and planning the action
1. The document discusses decision making and the factors that influence it. It distinguishes between underlying conditions, which are the actual pre-existing causes and effects, and perceived conditions, which are the states recognized as factors that need to be addressed in making a solution or decision.
2. Decision makers are held responsible for the consequences of their decisions, which leads them to calibrate decisions to make the consequences acceptable. However, there is not always more than one justifiable decision to make.
3. The level of certainty in a decision depends on whether the underlying conditions prevent effective perception from guiding solutions. Different decision makers have different knowledge and opportunities to make the same decision.
1. This document discusses ethical decision making models and processes. It describes a 6-step model proposed by Morreim involving defining the problem, identifying alternatives, evaluating alternatives, making a decision, implementing the decision, and evaluating the decision.
2. Each step of the model is explained in detail. For example, when identifying alternatives it notes the importance of considering more than just two opposing choices and being open to new options. When evaluating alternatives, it advises distinguishing between facts and perceptions.
3. The document also briefly describes another 4-step collaborative model and notes that the goal of ethical decision making models is to help the decision maker make a valid decision without violating ethical principles.
The document discusses perception and factors that influence how individuals perceive and make judgments about others. It defines perception as how people organize and interpret sensory impressions to understand their environment. Attribution theory holds that people make internal or external attributions about others' behaviors. However, people are subject to biases like the fundamental attribution error and self-serving bias. When judging others, people also rely on shortcuts like selective perception, halo effects, contrast effects, and stereotyping. These perceptual factors are important in organizational contexts like hiring, performance reviews, and setting expectations.
This document outlines a 10-step model for ethical decision-making that counselors can use to address challenges in their practice. The model involves identifying an issue, reviewing relevant ethical codes and principles, considering options and consequences, making a decision with input from supervision, and evaluating outcomes. The goal is for counselors to make justifiable choices that protect clients and are informed by their professional responsibilities and values. Regular self-reflection is also important to mitigate personal impacts. Overall, the model provides a framework to systematically navigate complex situations in a way that centralizes client welfare.
Living our credo_values_facilitator_presentationPablo Galiana
The document discusses Johnson & Johnson's (J&J) Credo values and decision making process. It provides an overview of the objectives which include exploring the origin and importance of the Credo, understanding how it impacts jobs, and using case studies to show how Credo values help employees make ethical choices. It then discusses the Credo in more detail including its history and values. It outlines a 7-step decision making process incorporating Credo values and considering stakeholders. Finally, it discusses using multiple perspectives when examining ethical issues and provides examples of applying the Credo to case studies.
This document discusses leading a culture change towards evidence-based management. It describes culture as complex social learning including assumptions, values, beliefs, and practices attached to social units. Implementing evidence-based management can produce cultural changes by establishing local or dominant cultures and interventions. Changing an organization's culture involves a multi-stage process moving from an old mindset to a new mindset through stages of initiation, managing transition, and institutionalization. Key aspects of changing culture are addressing readiness, designing and implementing practical changes, managing losses, expanding practices, and continually evaluating and improving changes.
Deviant Workplace Behaviour - Workplace Psychology Sig 2012DrPaulWood
The document discusses counterproductive workplace behavior (CWB) and methods to reduce it. It defines CWB and explores individual and situational factors that contribute to it. Common reduction methods discussed include integrity tests for candidates and security/policies for current employees. While traits like neuroticism and conscientiousness correlate somewhat with CWB tendencies, integrity tests are better predictors. The presentation recommends using integrity tests in hiring and clear communication of policies/outcomes to disincentivize CWB among current employees.
Talent Management – What’s the Evidence?
With Rob Briner & Eric Barends
28th April 2016, 3:00PM-5:00PM, IMI Conference Centre, Dublin 16
In this session, Rob Briner, Prof. of Organisational Psychology, University of Bath and Eric Barends, MD, Centre for Evidence-Based Management, put talent management under the microscope. They challenge some of the traditional thinking behind talent management shaped almost 20 years ago by The War for Talent – including the idea that potential can readily be identified in complex roles and that the best organisations have the best people.
The document discusses evidence-based management, which involves making management decisions using four key sources of information: the best available scientific evidence, organizational facts and metrics, stakeholder values and concerns, and practitioner expertise. It outlines where the concept originated from medicine and describes the five steps of an evidence-based practice approach: formulating a focused question, searching for evidence, critically appraising the evidence, integrating the evidence with expertise and context, and monitoring outcomes. Overall, the document promotes an evidence-based approach to management decisions to help address human biases and ensure practices are supported by scientific research rather than just experience or common beliefs.
Integrity testing is a current hot topic in HR. However, the idea of understanding and eliminating deviant behaviour in the workplace is certainly nothing new. This SlideShare discusses the research in the area and measures that can be taken to minimize counterproductive workplace behaviour.
This document summarizes two case studies on using new selection methods for high-stakes roles: selecting doctors in the UK NHS and private bankers at RBS. For doctors, job analysis identified key competencies like empathy and problem-solving. Situational judgement tests were developed and validated, improving predictive validity and reducing failures. For bankers, job analysis explored tensions between capabilities like profit and trust. Situational tests were also used, showing early signs of improved validity for assessing capabilities. The implications discussed developing role-specific frameworks and using evidence-based selection tailored to organizational contexts.
The document discusses several important concepts in management including:
1) The importance of control functions in facilitating goal achievement and providing feedback on performance.
2) The three basic types of control - feedforward, concurrent, and feedback control.
3) Key personality traits like extraversion/introversion and sensing/intuition that impact work style and relationships.
4) Factors that influence perception in relationships and how perceptions can impact judgments of others.
5) The importance of communication, including non-verbal communication, listening skills, and providing constructive feedback in management.
Dr. Michael Gutter discusses the effects of bias in this 2 hour webinar on heuristics, anchoring and narrowing choice presented on behalf of the Military Families Learning Network's Personal Finance Team.
The document discusses research on age-related differences in feedback requirements for learning. It proposes that older adults may need more supportive feedback than younger adults due to age-related cognitive declines. An experiment is described that aims to investigate how feedback support levels interact with age for learning a simple cognitive task. Younger and older adult participants will complete an acquisition phase with either high or low feedback support, followed by a retention test. The study aims to see if older adults require more feedback support than younger adults to learn the task.
Beaver Dam/Littlefield Flood December 2010Paul Pitts
Heavy rains in December 2010 caused widespread flooding in the small towns of Beaver Dam and Littlefield, Arizona. The flooding was caused by a storm that dumped over 3 inches of rain in a short period of time, overwhelming the normally dry washes and streams in the area. Homes and businesses near the washes saw extensive damage as water levels rose rapidly, with some residents needing to be rescued from their homes by emergency personnel.
Disasters can strike at anytime
Having a plan and the tools in place to make it on your own for a period of time can be crucial
Three simple steps can help you prepare for the unexpected
Όψεις και επιδράσεις της κινητής επικοινωνίας στην κοινωνική αλληλόδρασηValentina Trikounaki
Πανεπιστήμιο Αθηνών, Τμήμα Επικοινωνίας και ΜΜΕ Κατεύθυνση ΠΜΣ «Ψηφιακά Μέσα Επικοινωνίας και Περιβάλλοντα Αλληλεπίδρασης», Διπλωματική εργασία,
Τρικουνάκη Βαλεντίνα- Αντωνία, Αθήνα, Σεπτέμβριος 2012
This document discusses social media and its importance for businesses. It begins by defining six main types of social media: social networks, bookmarking sites, social news, media sharing, microblogging, and blog comments/forums. It then lists the most popular social networks and their estimated monthly users. The document advocates for using social media for businesses to engage customers and promote word-of-mouth marketing. It also notes that while some see social media as common sense, expertise is required to truly maximize its benefits. The document concludes by advising businesses on cultivating their personal brand across various social media platforms.
Beaver Dam/Littlefield Flood December 2010Paul Pitts
Heavy rains in December 2010 caused widespread flooding in the small towns of Beaver Dam and Littlefield, Arizona. The flooding was caused by a storm that dumped over 3 inches of rain in a short period of time, overwhelming the capacity of washes and streams in the area. Homes and businesses near normally dry washes saw several feet of fast-moving water, with damage to structures and loss of personal property reported.
Personal branding is managing how one presents themselves to others and involves thinking of oneself as a brand. It involves optimizing one's online presence across social media platforms where people share photos, opinions, and updates. Building a strong personal brand through social media involves choosing expertise areas, maintaining a consistent online image and profile, regularly posting engaging content, and actively engaging with others in online communities. Privacy is also important to consider when establishing a personal brand online.
This document discusses bibliographic management software and how to use RefWorks. It explains that RefWorks is a tool for keeping track of research references and generating bibliographies. It provides steps for creating a RefWorks account, importing citations from various databases directly or manually, organizing citations into folders, and creating bibliographies from the citations. The document also mentions the similar tool Zotero and notes that additional help resources are available from RefWorks and the library.
The document discusses conflict and negotiation in organizations. It defines conflict as occurring when one party negatively affects something another party cares about. There are three views of conflict: traditional sees it as harmful, human relations sees it as natural/inevitable, and interactionist sees it as necessary for group performance. Conflict can be functional, improving group goals/performance, or dysfunctional, hindering them. The conflict process involves potential opposition, cognition/personalization of the conflict, intentions to cooperate/assert interests, behaviors, and outcomes. Negotiation is an exchange process where parties attempt to agree, using integrative or distributive bargaining strategies.
The document discusses various topics related to perception and individual decision making, including:
1. Perception is how individuals organize and interpret sensory impressions to make meaning of their environment. Factors like the person, situation, and biases can influence perception.
2. Attribution theory examines how people make judgments about the causes of behavior, and common biases include the fundamental attribution error and self-serving bias.
3. Shortcuts like the halo effect, stereotyping, and selective perception are frequently used when judging others. These perceptual biases can influence decisions in organizations.
4. The rational decision-making model involves defining problems, considering alternatives and criteria, and selecting the optimal choice. However, bounded rationality and biases
Chapter 5 perception and individual decision makingFahAd MalIk
Michael has just engaged in rational decision making. He considered multiple criteria, weighed the options, and selected the alternative he perceived as best.
Individual decision making involves defining a problem, identifying decision criteria, weighing alternatives, choosing the best option, and evaluating the decision. Rational models assume clear problems and options, but people actually use bounded rationality due to complexity. Common biases include overconfidence, anchoring, confirmation bias, and representativeness. Intuition can aid decisions under uncertainty with limited facts and time pressure. Ethical decisions consider utility, rights, and justice. Reducing biases involves clarifying goals, considering disconfirming information, avoiding patterns in randomness, and increasing options.
This document discusses perception and decision making. It explains how perception can differ between individuals and influence decision making. Attribution theory and various biases that can impact judgment are described. The rational decision making model involves 6 steps, while bounded rationality recognizes cognitive limits. Common decision making errors and when intuition is used are also outlined. Ethical criteria for decisions are contrasted.
The document discusses organizational behavior and perception. It covers factors that influence perception, person perception and attribution theory. It then discusses shortcuts used in judging others like selective perception and halo effect. It also discusses decision making, models of decision making, biases that can influence decision making, and factors like personality and constraints that can influence an individual's decision making. It ends by discussing creativity and components needed for creativity.
Perception is the process by which individuals organize and interpret sensory impressions to make meaning of their environment. Factors that influence perception include characteristics of the perceiver like attitudes and experiences, as well as characteristics of the target being observed. Individuals in organizations make decisions based on their perceptions, which are influenced by these various factors. While rational decision making aims to select the optimal alternative, in reality most decisions involve bounded rationality where individuals find satisfactory rather than optimal solutions due to limitations. Intuition, based on distilled experience, also influences organizational decision making under conditions of uncertainty or limited facts and time.
This chapter discusses perception and individual decision making. It defines perception as how individuals organize and interpret sensory impressions to make meaning of their environment. People's behavior is based on their perceptions, not objective reality. The chapter also examines factors that influence perception, such as attribution theory and biases. It then discusses the rational decision making model and how decisions are actually made, noting limitations like bounded rationality. Common biases in decision making are explored, along with ways to potentially improve the decision making process.
Perception influences individual decision making. [1] Perception is how people interpret and make sense of their environment rather than reality itself. [2] Factors like attribution theory and biases can influence people's perceptions of others. [3] Perceptions of problems and alternatives then inform the decisions people make.
The document discusses perception and individual decision making, outlining factors that influence perception like attribution theory and biases, and examining assumptions and steps in rational decision making compared to how decisions are actually made, which involves bounded rationality and common biases. Intuition is also discussed as an unconscious decision making process based on distilled experience that is more useful under conditions of high uncertainty.
The document discusses several factors that influence perception and decision making, including selective perception, halo effects, projection, stereotyping, and perceptual biases. It also examines how intuition, biases, organizational constraints, cultural differences, and ethics can impact decision making. Finally, it provides some ways to improve decision making such as analyzing situations, limiting biases, combining rational and intuitive thinking, and focusing on goals to reduce errors.
This document discusses perception and decision making. It covers factors that influence perception like the perceiver, time, and target. It also discusses how people make judgments about others based on distinctiveness, consensus, and consistency. Common shortcuts in judging others are also examined, like selective perception and stereotyping. The document also discusses decision making processes and models. It analyzes rational decision making steps and common biases. Influences on decision making like personality, gender, and mental ability are explored. Finally, the document discusses improving creativity in decision making.
Ppt perception and individual Decision MakingDeni Triyanto
This document discusses perception and individual decision making. It explains that perception is how individuals interpret sensory information to make sense of their environment, and that perceived reality strongly influences behavior more than objective reality. It also discusses factors that influence perception, like attitudes and experiences. The document goes on to explain attribution theory and common shortcuts people use in judging others, like stereotyping. Finally, it discusses how perception shapes decision making by how individuals screen and interpret information to identify alternatives and make choices.
MGT2023 TOPIC 6 PERCEPTION AND DECISION MAKING.pptxAtimTim
This document outlines key concepts related to perception, decision making, biases, and group decision making techniques. It discusses how perception can differ between individuals and lists factors that influence attribution. Biases like the self-serving bias and heuristics are described as well as how they can distort judgment. The rational decision making model is outlined as six steps, and bounded rationality and intuitive decision making are contrasted. Common biases that influence decisions are identified. Strengths and weaknesses of group decision making are contrasted, and techniques like groupthink, group shift, and interacting groups vs brainstorming are described.
Perception is important because people's behavior is based on their perception of reality rather than reality itself. Perception is the process by which people organize and interpret their sensory impressions to make meaning of their environment.
When judging others, people make attributions about whether behaviors are internally or externally caused. However, people are subject to biases like the fundamental attribution error of overestimating internal factors and underestimating external influences. They also exhibit self-serving bias by attributing their successes to internal causes and failures to external causes.
In decision making, people perceive problems as discrepancies between their current and desired states. Their perceptions of available alternatives and relevant data then inform the decisions they make.
This chapter discusses decision making and problem solving. It outlines five sources of decision complexity for modern managers, three common decision traps, and the differences between programmed and non-programmed decisions. Group decision making is discussed along with tools for improving creativity and problem solving such as overcoming mental locks, using a four step creative process, and fishbone diagrams to identify causes. Knowledge management is presented as a way to improve decision quality through sharing tacit and explicit knowledge.
The document discusses perception and individual decision making. It explains the link between perception and decision making, and contrasts the rational model of decision making with bounded rationality and intuition. It also explains how individual differences and organizational constraints affect decision making. Finally, it describes the three-stage model of creativity.
This document discusses perception and individual decision making. It covers several topics:
1) Perception is how individuals organize and interpret sensory impressions to make meaning of their environment. People's behavior is based on their perception of reality, not reality itself.
2) When making judgments of others, people consider distinctiveness, consensus, consistency, and attribution theory, which examines internal vs. external causes of behavior. However, people are prone to errors like the fundamental attribution error and self-serving bias.
3) Shortcuts used in judging others include selective perception, halo effect, contrast effects, projection, and stereotyping.
4) An individual's perception influences their decision making process. A problem is identified when
This document discusses perception and individual decision making. It explains that perception is how individuals organize and interpret sensory impressions to make meaning of their environment. When judging others, people look at attributes like distinctiveness, consensus, and consistency. Attribution theory examines whether behavior is caused internally or externally. Common errors in attribution include the fundamental attribution error of overestimating internal factors and the self-serving bias of blaming failures on external factors. Shortcuts used in judging others are selective perception, the halo effect, contrast effects, projection, and stereotyping. Perception influences individual decision making, which involves identifying problems, developing alternatives, and making choices to resolve discrepancies. Motivation theories examine what, how, and why outcomes motivate behavior. Content
This document discusses how to make an educated choice by understanding influences on decision making and following a process. It identifies potential influences like credible sources, authority figures, peers, and personal values. It also outlines the steps in decision making: stating the problem, developing alternatives, evaluating options, making a decision, implementing it, and monitoring the outcome. Making educated choices requires understanding these influences and using a systematic process to arrive at the best decision.
This document summarizes key concepts around organizational change and stress management. It discusses common forces driving organizational change like changing demographics, technology advancements, and economic/social trends. It also outlines several models of planned organizational change, including Lewin's three-step model of unfreezing, changing, and refreezing. Resistance to change is discussed along with tactics for overcoming it. Organizational development techniques to facilitate change are presented, like sensitivity training, survey feedback, and team building. Creating learning organizations that can adapt to constant change is also addressed.
The document discusses various human resource policies and practices related to selection, performance evaluation, training and development, diversity, and work-life balance. It describes different selection tools like interviews and tests that can be used in the hiring process. It also outlines different methods for performance evaluation, such as written essays, critical incidents, and behaviorally anchored rating scales. The document discusses the benefits of diversity training and various work-life initiatives organizations can implement, such as flexible work schedules, childcare services, and training for managers.
The document discusses organizational culture and its characteristics. It describes how culture forms within organizations through the actions of founders and is maintained through socialization, stories, rituals and other means. Culture influences performance and satisfaction. Different types of culture like ethical, customer-responsive and spiritual cultures are explored.
The document discusses organizational structure and its key elements. It defines work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. It examines how these structural elements are determined by an organization's strategy, size, technology, and environment. Structures can range from simple to complex bureaucratic to organic designs like teams or virtual organizations. An organization's structure impacts employee behavior and different implicit models may influence perceptions of appropriate structures.
The document defines power as the capacity to influence another's behavior to act according to one's wishes. It contrasts leadership, which focuses on goal achievement and compatibility, with power, which is used as a means to achieve goals and requires follower dependency. There are different bases of power, including reward, coercive, legitimate, expert, and referent power. Dependency on the power holder is key to their power. Coalitions can help maximize influence. Sexual harassment and politics involve the use of power in organizations, with political behavior defined as non-required activities that influence resource distribution. Factors like impression management also influence political behaviors.
The document discusses various leadership theories and concepts including framing, charismatic leadership, transactional vs transformational leadership, authentic leadership, ethical leadership, trust, team leadership, self-leadership, online leadership, substitutes for leadership, and selecting and training effective leaders. Key points covered include how leaders use language to shape meaning, characteristics of charismatic leaders like having a vision and unconventional behavior, the four I's of transformational leadership, and substitutes theory suggesting professionalism can replace the need for relationship-oriented leadership.
This document discusses several theories of leadership, including:
1. Trait theories which examine personality traits that may relate to leadership abilities but have limitations in generalizing across situations.
2. Behavioral theories proposed by Ohio State and University of Michigan studies which examine specific leadership behaviors but these also do not generalize across contexts.
3. Contingency theories like Fiedler's model which consider how a leader's style interacts with situational factors, and theories like path-goal which say a leader's style should change to fit the situation.
4. Other theories discussed include cognitive resource theory, leader-member exchange theory, and situational leadership theory.
This document discusses various aspects of communication including:
1) The functions of communication such as controlling behavior, providing motivation, and releasing emotions. It also discusses the communication process and elements such as senders, receivers, channels, encoding, decoding and feedback.
2) Types of communication channels like formal/informal and different modes of interpersonal communication their advantages and disadvantages.
3) Barriers to effective communication such as filtering, selective perception, language differences and communication apprehension. It also discusses communication differences between cultures.
The document discusses why teams have become popular in organizations. Teams are more effective than individuals, make better use of employee talents, and are more flexible and responsive to changes. Teams also facilitate employee involvement and increase motivation. Different types of teams are described, including self-managed work teams, task forces, cross-functional teams, and virtual teams. Factors for creating effective teams include composition, training, time, authority, and leadership. Teams are not always the best solution and three tests are described to determine if a team is suitable for a given situation.
The document discusses various aspects of group behavior, including:
- Defining groups as two or more individuals interacting interdependently to achieve objectives. Formal groups are organizationally defined, while informal groups form based on social needs.
- People join groups for reasons like security, status, self-esteem, affiliation, and power.
- Groups go through five stages of development: forming, storming, norming, performing, and adjourning. Alternative models also exist, like one for temporary groups with deadlines.
- Key group properties include roles, norms, status, size, and cohesiveness. Groups are influenced by factors like roles, norms, conformity, and decision-making techniques.
The document discusses emotions and moods in organizational behavior. It notes that emotions were originally ignored in OB research which focused solely on the effects of strong negative emotions. It defines emotions and moods, describing emotions as intense feelings directed at someone/something and moods as less intense feelings that lack a contextual stimulus. It also outlines various dimensions of emotions including their biology, intensity, and functions. It discusses sources of emotions/moods like personality, stress, activities. It describes how emotional labor involves expressing organizationally desired emotions at work.
The document summarizes job design theory and the job characteristics model. It identifies five core job characteristics (skill variety, task identity, task significance, autonomy, feedback) and explains how they relate to employee motivation, performance, and satisfaction. It provides examples of jobs with high and low ratings on each characteristic and discusses how enriching jobs or varying work arrangements can improve motivation.
The document discusses several theories of motivation:
- Maslow's hierarchy of needs proposes that people are motivated to fulfill basic needs before moving on to other needs.
- Herzberg's two-factor theory separates motivators like achievement and responsibility from hygiene factors like salary.
- Expectancy theory states that motivation depends on expecting effort will lead to performance and performance will lead to rewards.
- Equity theory suggests people are motivated to achieve fair outcomes compared to others.
The document discusses theories and models of personality including:
- The Myers-Briggs Type Indicator which classifies personalities into 16 types based on preferences for extraversion/introversion, sensing/intuition, thinking/feeling, and judging/perceiving.
- The Big Five model of personality which describes personality on five dimensions: extraversion, agreeableness, conscientiousness, openness, and emotional stability.
- Core self-evaluation traits like self-esteem, locus of control, narcissism, and self-monitoring that influence workplace behavior.
- Cultural dimensions of values and personality including individualism/collectivism and power distance.
The document discusses various topics related to attitudes and job satisfaction. It defines key terms like attitudes, the components of attitudes, and cognitive dissonance. It also discusses the relationship between attitudes and behaviors, different types of attitudes like job involvement and organizational commitment, how to measure attitudes through surveys, and the impact of job satisfaction on outcomes like employee performance, absenteeism, turnover, and customer satisfaction.
The document discusses various aspects of individual abilities, intelligence, and learning. It defines ability, intellectual ability, and multiple intelligences. It also outlines physical abilities, dimensions of intellectual ability, the ability-job fit, biographical characteristics, theories of learning including classical and operant conditioning, reinforcement, and behavior modification models.
1. The document defines organizational behavior as a field that studies how individuals, groups, and structure impact behavior in organizations in order to improve effectiveness.
2. It describes the contributions of psychology, sociology, social psychology, and anthropology to organizational behavior.
3. It lists some of the major challenges and opportunities managers face in using organizational behavior concepts, such as responding to globalization, managing diversity, and improving quality.
Open Source and AI - ByWater Closing Keynote Presentation.pdfJessica Zairo
ByWater Solutions, a leader in open-source library software, will discuss the future of open-source AI Models and Retrieval-Augmented Generation (RAGs). Discover how these cutting-edge technologies can transform information access and management in special libraries. Dive into the open-source world, where transparency and collaboration drive innovation, and learn how these can enhance the precision and efficiency of information retrieval.
This session will highlight practical applications and showcase how open-source solutions can empower your library's growth.
This is an introduction to Google Productivity Tools for office and personal use in a Your Skill Boost Masterclass by the Excellence Foundation for South Sudan on Saturday 13 and Sunday 14 July 2024. The PDF talks about various Google services like Google search, Google maps, Android OS, YouTube, and desktop applications.
Mail Server Configuration Using App passwords in Odoo 17Celine George
In Odoo 17, we can securely configure an email server to send and receive emails within the application. This is useful for features like sending quotations, invoices, and notifications via email. If our email service provider (e.g., Gmail, Outlook) supports app passwords, we can use them to authenticate our Odoo instance with the email server.
How To Sell Hamster Kombat Coin In Pre-marketSikandar Ali
How To Sell Hamster Kombat Coin In Pre Market
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How To Sell Hamster Kombat Coin In Pre Market
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How To Sell Hamster Kombat Coin In Pre Market
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Codeavour 5.0 International Impact Report - The Biggest International AI, Cod...Codeavour International
Unlocking potential across borders! 🌍✨ Discover the transformative journey of Codeavour 5.0 International, where young innovators from over 60 countries converged to pioneer solutions in AI, Coding, Robotics, and AR-VR. Through hands-on learning and mentorship, 57 teams emerged victorious, showcasing projects aligned with UN SDGs. 🚀
Codeavour 5.0 International empowered students from 800 schools worldwide to tackle pressing global challenges, from bustling cities to remote villages. With participation exceeding 5,000 students, this year's competition fostered creativity and critical thinking among the next generation of changemakers. Projects ranged from AI-driven healthcare innovations to sustainable agriculture solutions, each addressing local and global issues with technological prowess.
The journey began with a collective vision to harness technology for social good, as students collaborated across continents, guided by mentors and educators dedicated to nurturing their potential. Witnessing the impact firsthand, teams hailing from diverse backgrounds united to code for a better future, demonstrating the power of innovation in driving positive change.
As Codeavour continues to expand its global footprint, it not only celebrates technological innovation but also cultivates a spirit of collaboration and compassion. These young minds are not just coding; they are reshaping our world with creativity and resilience, laying the groundwork for a sustainable and inclusive future. Together, they inspire us to believe in the limitless possibilities of innovation and the profound impact of young voices united by a common goal.
Read the full impact report to learn more about the Codeavour 5.0 International.
PRESS RELEASE - UNIVERSITY OF GHANA, JULY 16, 2024.pdfnservice241
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This presentation was provided by Shaina Lange of Kidney News, and Dianndra Roberts of the Royal College of Psychiatrists (RCPsych), for the fifth session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session Five: 'DEIA in Peer Review,' was held July 11, 2024.
2. What Is Perception, and Why Is It Important? People’s behavior is based on their perception of what reality is, not on reality itself. The world as it is perceived is the world that is behaviorally important. Perception A process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment.
4. Person Perception: Making Judgments About Others 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. Attribution Theory When individuals observe behavior, they attempt to determine whether it is internally or externally caused.
6. 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 of others. In general, we tend to blame the person first, not the situation.
7. Errors and Biases in Attributions (cont’d) Self-Serving Bias The tendency for individuals to attribute their own successes to internal factors while putting the blame for failures on external factors. Thought: When student gets an “A” on an exam, they often say they studied hard. But when they don’t do well, how does the self serving bias come into play? Hint: Whose fault is it usually when an exam is “tough”?
8. Frequently Used Shortcuts in Judging Others Selective Perception People selectively interpret what they see on the basis of their interests, background, experience, and attitudes.
9. Frequently Used Shortcuts in Judging Others Halo Effect Drawing a general impression about an individual on the basis of a single characteristic Contrast Effects Evaluation of a person’s characteristics that are affected by comparisons with other people recently encountered who rank higher or lower on the same characteristics
10. Frequently Used Shortcuts in Judging Others Projection Attributing one’s own characteristics to other people. Stereotyping Judging someone on the basis of one’s perception of the group to which that person belongs.
11. Specific Applications in Organizations Employment Interview Perceptual biases of raters affect the accuracy of interviewers’ judgments of applicants. Performance Expectations Self-fulfilling prophecy ( Pygmalion effect ): The lower or higher performance of employees reflects preconceived leader expectations about employee capabilities. Ethnic Profiling A form of stereotyping in which a group of individuals is singled out—typically on the basis of race or ethnicity—for intensive inquiry, scrutinizing, or investigation.
12. Specific Applications in Organizations (cont’d) Performance Evaluations Appraisals are often the subjective (judgmental) perceptions of appraisers of another employee’s job performance.
13. The Link Between Perceptions and Individual Decision Making Perception of the decision maker Outcomes Problem A perceived discrepancy between the current state of affairs and a desired state. Decisions Choices made from among alternatives developed from data perceived as relevant.
14. Assumptions of the Rational Decision-Making Model Model Assumptions Problem clarity Known options Clear preferences Constant preferences No time or cost constraints Maximum payoff Rational Decision- Making Model Describes how individuals should behave in order to maximize some outcome.
15. Steps in the Rational Decision-Making Model Define the problem. Identify the decision criteria. Allocate weights to the criteria. Develop the alternatives. Evaluate the alternatives. Select the best alternative. E X H I B I T 5 –3
16. The Three Components of Creativity Creativity The ability to produce novel and useful ideas. Three-Component Model of Creativity Proposition that individual creativity requires expertise, creative-thinking skills, and intrinsic task motivation. E X H I B I T 5 –4 Source: T.M. Amabile, “Motivating Creativity in Organizations,” California Management Review , Fall 1997, p. 43.
17. How Are Decisions Actually Made in Organizations? Bounded Rationality Individuals make decisions by constructing simplified models that extract the essential features from problems without capturing all their complexity.
18. How Are Decisions Actually Made in Organizations? (cont’d) How/Why problems are Identified Visibility over importance of problem Attention-catching, high profile problems Desire to “solve problems” Self-interest (if problem concerns decision maker) Alternative Development Satisficing: seeking the first alternative that solves problem. Engaging in incremental rather than unique problem solving through successive limited comparison of alternatives to the current alternative in effect.
19. Common Biases and Errors Overconfidence Bias Believing too much in our own ability to make good decisions. Anchoring Bias Using early, first received information as the basis for making subsequent judgments. Confirmation Bias Using only the facts that support our decision.
20. Common Biases and Errors Availability Bias Using information that is most readily at hand. Recent Vivid Representative Bias “ Mixing apples with oranges” Assessing the likelihood of an occurrence by trying to match it with a preexisting category using only the facts that support our decision. Winner’s Curse Highest bidder pays too much Likelihood of “winner’s curse” increases with the number of people in auction.
21. Common Biases and Errors Escalation of Commitment In spite of new negative information, commitment actually increases! Randomness Error Creating meaning out of random events Hindsight Bias Looking back, once the outcome has occurred, and believing that you accurately predicted the outcome of an event
22. Intuition Intuitive Decision Making An unconscious process created out of distilled experience. Conditions Favoring Intuitive Decision Making A high level of uncertainty exists There is little precedent to draw on Variables are less scientifically predictable “ Facts” are limited Facts don’t clearly point the way Analytical data are of little use Several reasonable alternative solutions exist Time is limited and pressing for the right decision
23. Individual Differences in Decision Making Source: A.J. Rowe and J.D. Boulgarides, Managerial Decision Making , (Upper Saddle River, NJ: Prentice Hall, 1992), p. 29. Personality Aspects of conscientiousness and escalation of commitment. Self Esteem High self serving bias Gender Women tend to analyze decisions more than men.
24. Organizational Constraints on Decision Makers Performance Evaluation Evaluation criteria influence the choice of actions. Reward Systems Decision makers make action choices that are favored by the organization. Formal Regulations Organizational rules and policies limit the alternative choices of decision makers. System-imposed Time Constraints Organizations require decisions by specific deadlines. Historical Precedents Past decisions influence current decisions.
25. Cultural Differences in Decision Making Problems selected Time orientation Importance of logic and rationality Belief in the ability of people to solve problems Preference for collective decision making
26. Ethics in Decision Making Ethical Decision Criteria Utilitarianism Seeking the greatest good for the greatest number. Rights Respecting and protecting basic rights of individuals such as whistleblowers. Justice Imposing and enforcing rules fairly and impartially.
27. Ethics in Decision Making Ethics and National Culture There are no global ethical standards. The ethical principles of global organizations that reflect and respect local cultural norms are necessary for high standards and consistent practices.
28. Ways to Improve Decision Making Analyze the situation and adjust your decision making style to fit the situation. Be aware of biases and try to limit their impact. Combine rational analysis with intuition to increase decision-making effectiveness. Don’t assume that your specific decision style is appropriate to every situation. Enhance personal creativity by looking for novel solutions or seeing problems in new ways, and using analogies.
29. Toward Reducing Bias and Errors Focus on goals. Clear goals make decision making easier and help to eliminate options inconsistent with your interests. Look for information that disconfirms beliefs. Overtly considering ways we could be wrong challenges our tendencies to think we’re smarter than we actually are. Don’t try to create meaning out of random events. Don’t attempt to create meaning out of coincidence. Increase your options. The number and diversity of alternatives generated increases the chance of finding an outstanding one. E X H I B I T 5 –5