Transcript Ms.Chung - ILM.COM.PK

OB 4
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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
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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
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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
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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)
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Selectivity acts as a screening device, excluding
stimuli that might be very important.
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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)
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When judging others the use of shortcuts can
be valuable because they allow for making
reasonably accurate predictions rapidly.
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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)
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An organization has a performance evaluation
system, compensation system, formal policies
and regulations, precedents and time lines.
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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)
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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)
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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)
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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
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Dr. Arno Schircks
S A V
Swiss-AIT-Vietnam Management Development Programme
SDC
Learning Objectives
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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)
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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)
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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.
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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
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Dr. Arno Schircks
SDC
Dr. A. Schircks
S A V
Learning Objectives
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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
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Unsatisfied need
Tension
 Drives
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Search behavior
Satisfied need
Reduction of tension
What Makes Us Behave ?
our
drives.
The IP Looks at 4 Drives
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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
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General
Areas of concern
Application & Organizational control
Conclusion
Stress
General
Start
Gives you an overall picture
of your behavior on the job.
General (IP)
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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)
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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)
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Energetic, optimistic, sensitive individual who aims at
getting results through people.
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Dispassionate, determined, judging others by logic.
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Restrained, cautious, judging others by your own precise
standards.
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Integrative leader who works with and through people.
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Trusting, enthusiastic individual.
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Approachable, affectionate, understanding individual who
will aim at maintaining friendships.
Your Value For The Organization (IP)
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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)
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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)
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Aggressive performance may become indecisive
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Indecisive performance may become aggressive
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Persuasive => reserved
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Reserved => persuasive
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Stubborn => flexible
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Flexible => stubborn
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Compliant => rebellious
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Rebellious => stubborn
Developing and Coaching Areas (IP)
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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.
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Sources of Self-Efficacy Beliefs:
- Prior experience
- Behavior models
- Persuasion from others
- Assessment of physical/emotional state
© The McGraw-Hill Companies, Inc.