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

OB 4OB 4

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 Desired state

PROBLEM

?INDIVIDUAL

PERCEPTIONINFORMATION

Study perception is important

Ms.Chung

Factors Influencing Perception

PerceptionPerception

TARGET• Novelty• Motion• Sounds• Size• Background• Proximity

SITUATION• Time• Work setting• Social setting

PERCEIVER• Attitudes• Motives• Interests• Experience• Expectations

Ms.Chung

Person Perception• ATTRIBUTION THEORY

Observation

Interpretation

Attribution of cause

INTERNALLY

OREXTERNALLY ?

Distinctiveness

Consensus

Consistency• SHORTCUTS IN JUDGING OTHERS

• Selective perception• Halo effect

• Projection• Stereotyping

Ms.Chung

Specific Applications In Organizations

Employment interview

Performance expectations

Performance evaluation

Employee effort

Employee loyalty

Ms.Chung

Decision-making Process

Decisions are actually made:

• Bounded Rationality

• Intuition

• Problem identification

• Alternative development

• Making choices

• Individual differences

Rational decision making process:

• Define the problem

• Identify the decision criteria

• Allocate weights to the criteria

• Develop the alternatives

• Evaluate the alternatives

• Select the best alternative

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?

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 Review Question 3 (Q10)

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

.

S A V Swiss-AIT-Vietnam Management Development Programme

Dr. Arno Schircks

SDC

Learning Objectives

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

S A V Dr. A. SchircksSDC

Case study Nina Lui (Chapter 4, page 131)

S A V Dr. A. SchircksSDC

S. ROBBINS, OB 8th ed., 1998, Prentice Hall

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.

Case study Nina Lui (Chapter 4, page 131)

S A V Dr. A. SchircksSDC

S. ROBBINS, OB 8th ed., 1998, Prentice Hall

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.

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

CreativityIndependenceEconomics

Status

Academics

Security Work conditions

Service Collegiality

Causes of Job Satisfaction

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.

© The McGraw-Hill Companies, Inc., 1998

Job Satisfaction: An affective or emotional response to various facets of one’s job.

Kreitner & Kinicki “OB”, 4th ed., 1998, Irwin, McGraw-Hill

.

Dr. Arno Schircks

S A V Dr. A. SchircksSDC

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

Learning Objectives

Motivation: How it works

S A V Dr. A. Schircks

BenefitBenefit

ActionActionWants

Need

which creates

whichinitiates

to receive

which results in

AchievementAchievementwhichsatisfies

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..

..have different drives.0

5

10

15

20

25

30

35

40

Chi Hoa Yen

IAOP

Three Different People..

.. behave differently.

0

5

10

15

20

25

30

35

40

Chi Hoa Yen

IAOP

IPIP

S A V Dr. A. SchircksSDC

The Structure of Your IP Report

General Areas of concern Application & Organizational control Conclusion Stress

GeneralGeneral Gives you an overall picture of your behavior on the job.

Gives you an overall picture of your behavior on the job.

Start

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.

Conclusion Strengths, your VALUE for theorganization, suggestions.

Strengths, your VALUE for theorganization, suggestions.

Start

OrganizationalControls

OrganizationalControls

Your optimal motivation and(self-)leadership.

Your optimal motivation and(self-)leadership.

ApplicationApplication The kind of job which youprobably like most.

The kind of job which youprobably like most.

Areas of concernAreas of concern

The most likely concernswe are not aware of.

The most likely concernswe are not aware of.

GeneralGeneral Gives you an overall picture of your behavior on the job.

Gives you an overall picture of your behavior on the job.

StressStress How you react under stress.How you react under stress.

S A V Dr. A. SchircksSDC

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

Depending on org. level

Many

Top management decides

Piece rate

Cafeteria same for all

Few

Close to location of action

Group and organization-wide bonus

Fringe benefits

Status symbols

Decision-makinglocusIncentive plan

YX Reward system

A Model of Self-Efficacy

Sources of Self-Efficacy Beliefs:- Prior experience- Behavior models- Persuasion from others- Assessment of physical/emotional state

A person’s belief about his or her chances of successfully accomplishing a specific task.

© The McGraw-Hill Companies, Inc.