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OB 4 Review Perception and Individual Decision Making (Chap.3) Point - Counterpoint presentations True/False Review Questions (Book) Review Questions (Multiple Choice) New: Values, Attitudes, and Job Satisfaction (Chap. 4) & Basic Motivation Concepts (Chap. 5) Individual Profile Point-counterPoint 3 Point: Emphasis on the sales aspect of job recruitment. Managers have no other choice because of small supply of qualified applicants and in order to meet the demands of competition. If they don’t describe positively their organization and jobs to fill they lose good candidates. counterPoint: A more balanced and realistic approach to employee recruitment is better. If you only emphasize the positive you will have a dissatisfied workforce and high turnover. Analysis: Good applicants will soon see through the first approach and will probably be turned off. Research shows that employees discovering the truth - become very dissatisfied. Realistic Job Preview leads to satisfied and loyal employees in the long run. S. ROBBINS, OB 8th ed., 1998, Prentice Hall, p. 30 Perception & Individual Decision Making People behavior is based on their perception of what reality is. Decision making process. Current state INDIVIDUAL PERCEPTION ? Desired state PROBLEM INFORMATION Study perception is important Ms.Chung Factors Influencing Perception PERCEIVER • Attitudes • Motives • Interests • Experience • Expectations SITUATION • Time • Work setting • Social setting Ms.Chung Perception TARGET • Novelty • Motion • Sounds • Size • Background • Proximity Person Perception • ATTRIBUTION THEORY Observation Interpretation Attribution of cause INTERNALLY OR EXTERNALLY Distinctiveness ? • SHORTCUTS IN JUDGING OTHERS • Selective perception • Halo effect Ms.Chung Consensus Consistency • Projection • Stereotyping Specific Applications In Organizations Employment interview Performance expectations Performance evaluation Employee effort Employee loyalty Ms.Chung Decision-making Process Rational decision making process: Decisions are actually made: • Define the problem • Bounded Rationality • Identify the decision criteria • Intuition • Allocate weights to the criteria • Problem identification • Develop the alternatives • Alternative development • Evaluate the alternatives • Making choices • Select the best alternative • Individual differences Ms.Chung Other Factors Influencing The Decision-making Process • Organizational constraints • Cultural Differences • Ethical decision Ms.Chung Suggestions For Managers Analyze the situation Be aware of bias Combine rational analysis with intuition Don’t assume that your specific decision style is appropriate for every job Use creative-simulation techniques Ms.Chung Answer to Review Questions 3 (Q4) Selectivity acts as a screening device, excluding stimuli that might be very important. Ex: In a job interview business executives often selectively assess applicants by judging them by their handshake, dress or similar easily observable stimulus. S. ROBBINS, OB 8th ed., 1998, Prentice Hall Answer to Review Questions 3 (Q6) When judging others the use of shortcuts can be valuable because they allow for making reasonably accurate predictions rapidly. Ex: Stereotyping makes assimilating easier, permits consistency and reduces the need to deal with an unmanageable number of stimuli. -> Individual Profile S. ROBBINS, OB 8th ed., 1998, Prentice Hall Answer to Review Questions 3 (Q8) An organization has a performance evaluation system, compensation system, formal policies and regulations, precedents and time lines. All these constrain decision makers. S. ROBBINS, OB 8th ed., 1998, Prentice Hall What are the Ethical Criteria in Decision Making? Answer to Review Question 3 (Q10) Utilitarianism: provide the greatest good for the greatest number. It dominates the business world > promotes efficiency, productivity. Focus on rights: Rights of individuals, Human Rights, right to privacy… > protects individuals from injury. Focus on justice: Equitable distribution of benefits and costs, paying people the same wage for a given job > protects interests of less powerful Answer to Discussion Questions 3 (Q2) Ex: If an employee is late, absent, not meeting deadlines, performance. Most important: causes of workers high or low performance: ability > internal > manager rewards luck > external > manager downplays and gives no reward Consistency : same way over time? S. ROBBINS, OB 8th ed., 1998, Prentice Hall Answer to Discussion Questions 3 (Q4) Good decision makers discipline them-selves to use a proven method: Ex: Six-step model, Multiattribute Utility Analysis (MAU) Poor decision makers do not have the discipline to follow any procedure. Good: First defines the problem clearly. Poor: Starts to identify some solutions. S. ROBBINS, OB 8th ed., 1998, Prentice Hall . Dr. Arno Schircks S A V Swiss-AIT-Vietnam Management Development Programme SDC Learning Objectives SDC Explain the source of an individual’s value system List the dominant values in today’s work force Describe the three primary job-related attitudes Summarize the relationship between attitudes and behavior Explain what determines job satisfaction State the relationship between job satisfaction and behavior Dr. A. Schircks S A V Case study Nina Lui (Chapter 4, page 131) Nina Lui: elementary school teacher, “collaboration is encouraged, we sit together to bounce ideas”. Lori Gaunt: manages a bakery and café, “my opinions count a lot, I have been instrumental in making changes”. Two very different jobs. They both express very positive attitudes about their work. SDC Dr. A. Schircks S A V S. ROBBINS, OB 8th ed., 1998, Prentice Hall Case study Nina Lui (Chapter 4, page 131) Gallup poll showed rating their attitudes towards their jobs as being “satisfied 71% to extremely satisfied” People are getting what they want from their jobs. But: People do not randomly find themselves in job but rather self-select into jobs that match their interests, values, needs. Cognitive dissonance theory would predict that people might want to ease any felt gap between what they want and what they have by not reporting dissatisfaction with the job. SDC Dr. A. Schircks S A V S. ROBBINS, OB 8th ed., 1998, Prentice Hall What are values? Kreitner & Kinicki “OB”, 4th ed., 1998, Irwin, McGraw-Hill Enduring beliefs about modes of conduct: how people should behave Enduring beliefs about end-states of existence: goals or things people would like to achieve during their lives. Managerial work-values Service Academics Collegiality Economics Independence Creativity Security Status Work conditions Causes of Job Satisfaction Job Satisfaction: An affective or emotional response to various facets of one’s job. Need Fulfillment: Satisfaction is based on the extent to which a job satisfies a person’s needs. Discrepancies: Satisfaction is determined by the extent to which an individual receives what he or she expects from a job. Value Attainment: Satisfaction results from the extent to which a job allows fulfillment of one’s work values. Equity: Satisfaction is a function of how “fairly” an individual is treated at work. Trait/Genetic Components: Satisfaction is partly a function of personal traits and genetic factors. Kreitner & Kinicki “OB”, 4th ed., 1998, Irwin, McGraw-Hill © The McGraw-Hill Companies, Inc., 1998 . Dr. Arno Schircks SDC Dr. A. Schircks S A V Learning Objectives Outline the motivation process Explain the drives with your IP Describe Maslow’s need hierarchy Contrast Theory X and Theory Y Differentiate motivators from hygiene factors Clarify the key relationships in expectancy theory Motivation: How it works Want which s creates which initiates Action to receive Need Benefit which satisfies Achievement Dr. A. Schircks S A V which results in The Motivation Process Exhibit 5.1 p.168 Unsatisfied need Tension Drives Search behavior Satisfied need Reduction of tension What Makes Us Behave ? our drives. The IP Looks at 4 Drives Independence, compete and win (assertion) Association, take an active and influent role (people orientation) Order, build and maintain stability (systems orientation) Precision, set and meet high standards (creativity, perfectionism) Three Different People.. 40 35 30 25 I A O P 20 15 10 5 0 Chi Hoa ..have different drives. Yen Three Different People.. 40 35 30 25 I A O P 20 15 10 5 0 Chi Hoa Yen .. behave differently. IP SDC Dr. A. Schircks S A V The Structure of Your IP Report General Areas of concern Application & Organizational control Conclusion Stress General Start Gives you an overall picture of your behavior on the job. General (IP) Steady, sociable individual who will strive for positive relations at work and at home. Determined, persistent, brings an intensive and comprehensive approach to the analysis of a problem or the evaluation of the practicality of an idea. Basically cautious and conservative, adapts to the situation so as to avoid antagonism. Impress most people with your warmth, sympathy and understanding approach. Outgoing, persuasive, gregarious individual who is usually optimistic and can generally see some good in any situation. Areas of Concern (IP) Difficulty in selling ideas or generating enthusiasm in others Stubborn, not communicative Sensitive: criticism considered as personal affront, easily hurt by others Not inclined to speak out or confront an issue Cool and aloof and uninterested in people Too much thinking instead of acting Detail-orientation may slow down your work Impatient and irritable when things do not happen fast enough Conclusion (IP) Energetic, optimistic, sensitive individual who aims at getting results through people. Dispassionate, determined, judging others by logic. Restrained, cautious, judging others by your own precise standards. Integrative leader who works with and through people. Trusting, enthusiastic individual. Approachable, affectionate, understanding individual who will aim at maintaining friendships. Your Value For The Organization (IP) You relieve tension and promote people and projects. You will get up and show others how a task is to be done. High level of comprehension, objectivity and thoroughness. Conscientious person who adapts readily to most situations. Stable, dependable individual, patient, good listener with a wide range of friendships. You will define, clarify, get information, test and criticize. SDC Stress How you react under stress. Conclusion Strengths, your VALUE for the organization, suggestions. Organizational Controls Your optimal motivation and (self-)leadership. Application The kind of job which you probably like most. Areas of concern The most likely concerns we are not aware of. General Gives you an overall picture of your behavior on the job. Start Dr. A. Schircks S A V Stress reaction (IP) Results-oriented Displaying self-confidence Striving to win others to you, reluctant to give up your point of view Careful, conservative Willing to modify or compromise your position for achieving your goals Too much stress: you may withdraw Patient, controlled, moving with moderation Act positively and directly in the face of opposition Extreme Zones (IP) Aggressive performance may become indecisive Indecisive performance may become aggressive Persuasive => reserved Reserved => persuasive Stubborn => flexible Flexible => stubborn Compliant => rebellious Rebellious => stubborn Developing and Coaching Areas (IP) Be more willing to assert yourself Fight actively for your position rather than becoming stubborn and quiet Develop your confidence and independence Try out new things, spent less time on details Don’t procrastinate Set more realistic deadlines Adapt more to the needs of those around you Theory X and Y in Practice X Depending on org. level Many Top management decides Piece rate Reward system Fringe benefits Status symbols Decision-making locus Incentive plan Y Cafeteria same for all Few Close to location of action Group and organization-wide bonus A Model of Self-Efficacy A person’s belief about his or her chances of successfully accomplishing a specific task. Sources of Self-Efficacy Beliefs: - Prior experience - Behavior models - Persuasion from others - Assessment of physical/emotional state © The McGraw-Hill Companies, Inc.