Behavior Organizatioanal

1. Perception and Individual
Decision Making
Disusun Oleh :
DENI TRIYANTO
NIM.14020114410003
POGRAM MAGISTER ADMINISTRASI PUBLIK
FAKULTAS ILMU SOSIAL DAN ILMU POLITIK
UNIVERISITAS DIPONEGORO SEMARANG
2014

2. Perception
Perception is a process by which individuals
organize and interprent their sensory impression
in order to give meaning to their enivironment.
However, what we perceive can be substantially
different from objectice reality. Why is perception
important in the study of organizational
behavior? Simply because 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.

3. Story Six Blind Seeing the
Elephant

4. Factors That Influence
Perception
Factor In The Situation
• Time
• Work setting
• Social
Factor In The Perceiver
• Attitudes
• Motives
• Intersts
• Experience
•Expectation
Perception
Factor In The Target
• Nevelty
• Motion
• Sounds
• Size
• Backgroud
• Proximily
• Similarity

5. Attribution Theory
Attribution Theory tries to explain the ways
in which we judge people differently, depending
on the meaning we attribute to a given behavior.
It suggests that when we observe an individual’s
behavior, we attempt to determine whether it
was internally or externally caused.
That determination, however, depends largely
on three factors:(1).distinctiveness,(2).consensus,
and (3). consistency.

6. Observation Interpretation Attribution Of couse
Distinctiveness
Individual Behavior Consensus
Consistency
Exsternal
Internal
External
Internal
Internal
Exsternal

7. Common Shortcuts in Judging
Others
• Selective Perception, The tendency to
selectively interpret what one sees on the
basis of one’s interests, background.
Experience and attitudes.
• Halo Effect, the tendency to draw a general
impression about an individual on the basis of
a single characteristic.
• Contrast Effect, evaluation of a person’s
characteristict that is affected by comparisons
with other people recently encountered who
rank higher or lower on the same
characteristics.

8. • Stereotyping, Judging someone on the basis
of one’s perception of the group to which that
perception belongs.
Specific Applications of Shortcuts in
Organizations.
• Employment Interview
• Performance Expectation
• Performance Evaluation

9. Explain the link between
perception and decision making
Every decision requires us to interpret and
evaluate information. We typically receive
data from multiple sources and need to
screen, process, and interpret them. Which
data are relavant to the decision, and which
are not? Our perceptions will answer that
question. We also need to develop
alternatives and evaluate their strengths and
weaknesses. Again, our perceptual process
will affect the final outcome. Finally, trouhout
the entire decision making process,
perceptual distortions often surface that can
bias analysis and conclusions.

10. Decision Making in
Organizations
• Rational Decision Making we aften think the best
decision maker is rational and makes
consistent,value maximizing choices withing
specified constrains. These decision follow a six
step rational decision making model.
– Define the problem
– Identify the decision criteria
– Allocate weights to the criteria
– Develop the alternatives
– Evaluate the alternatives
– Select the bast alternative

11. • Bounded rationality our limited information
processing capability makes it imposibble to
assimilate and understand all the information
necessary to optimize. So most people respond
to a complex problem by reducing it to a level
at which they can readily understand it. Also
many problem by reducing it to a level an
optimal solution because they are too
complicated to fit the rational decision making
model. So people satisfice the seek solutions
that are satisfactory and sufficient.

12. • Intuition, perhaps the least rational way
of making decision is intuitive decision
making, an unconscious process created
from distilled experience. It accurs
outside conscious thought it relies on
holistic associations, or link between
disparaye pieces of information, it’s fast
and it’s affectively charged, meaning it
usually engages the emotions.

13. Common Biases and Errors in
Decision Making
• Overconfidence Bias
• Anchoring Bias
• Confirmation Bias
• Availability Bias
• Escalation of Commitment
• Randomness Error
• Risk aversion
• Hindsight bias

14. Influences on Decision Making :
Individual Differences and Organizational
Constraint
• Individual Differences
Personality
Gender
Mental ability
Culture Differences

15. • Organizational constrains
Organizational can contrain decision
makers, creating deviations from that rational
model. For instance, managers shape their
decisions to reflect the organization’s
performance evaluation and reward system, to
comply with its formal regulation.
Performance Evaluation
Reward Systems
Formal Regulations
System Imposed Time Constraint

16. Three Ethical decision Criteria
• The frist etchical yardstick is utilitarianisme, wich proposes
makin decisions solely on the basis of their outcome, ideally to
provide the great good for the greatest number. This view
dominates business decision making, it is consistent with goals
such as efficiency, productivity, and high profits.
• Another etchical criterion is to make decisions cinsistent with
fundamental liberties and privileges, as set forth in documents
such as the Bill of rights. An emphasis on right in decision
making means respecting and protecting the basic rights of
individuals, such as the right to privacy, free speech, and due
process. This criterion protects whistle blowers when they
reveal an organization’s unethical practices to the press or
government agencies, using their right to free speech.

17. • A hird criterion is impose and enfore rules fair
and impartially to ensure justice or an equitable
distribution of benefits and cost. Union
members typically favor this view. It justifies
paying people the same wage for a given job
regardless of performance differences and
using seniority as the primary determination in
layoff decisions

18. According to Herbert A. Simon ,
PROCESS Decision making is
essentially comprised Top Three Main
Steps , namely :
– Intelligence Activities, Regarding search
various environmental conditions necessary for
decision.
– Design Activity, This stage involves analyzing
the development and manufacture of various
series of activities that may be performed.
– Activity Selection, Selection of a particular
series of alternative activities available.

19. Improving Creativity In Decision
Making
Although the rational decision making model
will from improve decision, a rational decision
maker also need creativity, the ability to produce
novel and useful ideas. These are different from
what’s been done before but appropriate to the
problem presented.
Creative Potential Most people have useful
cerative potential. But to unleash it, they have to
ascape the psychological rust many of us fall into
and learn how to think about a problem in
divergent ways.

20. Three Component Model Of Creativity
• Three Component Model Of Creativity
Expertise the foundation for all creative work. Film
writer, producer, and director Quentin Tarantino
spent his yougth working in a video rental store,
where he built up an encyclopedic knowledge of
movies. The potential for creativity is enhanced
when individuals have abilities, knowledge,
proficiencies, and similar expertise in their field of
endeavor. You wouldn’t expect someone with
minimal knowledge of programming to be very
creative as software engineer.

21. The second component is creative thinking skills.
This encompasses personality characteristics
associated with creativity, the ability to use
analogies, and the talent to see the familiar in a
different light.
Creative people often love their work, to the
point of seeming obsession. The finel component
in the three component model creativity is
intrinsic task motivation. This is the desire to
work on something because it’s interesting,
involving, exciting, satisfying, or personally
challenging. It’s what truns creativity potential
into actual creative ideas.