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41 Cards in this Set
- Front
- Back
Perception |
process by which we organizeed and interperate sensory info to give meaning to enviornment |
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peoples behaviors are based on... |
our perception of reality not on reality itself |
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Factors of perception |
in situation (time, setting) in the preciever (attitude, motives, interests, experiences, expectations) in the target (novelty motion, sound, size) |
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Atribution theory |
when we observe behavior we try to determine if it is externally or internally caused. |
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three components of attribution theory |
distinctiveness consensus consistency |
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Fundamental attribution error |
tendency to underestimate the influence of external factors and overestimate the influence of internal or personal factors. |
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Self-serving bias |
Individuals attribute their own successes to internal factors. |
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Selective perception |
Any characteristic that makes a person, object, or event stand out will increase the probability that it will be perceived |
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Halo effect |
The halo effect occurs when we draw a general impression on the basis of a single character |
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Contrast effects |
We do not evaluate a person in isolation.Our reaction to one person is influenced by other persons we have recently encountered |
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Stereotyping |
Judging someone on the basis of our perception of the group to which he or she belongs |
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PerformanceExpectations |
people will attempt to validate their perceptions of reality, even when those perceptions are faulty |
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Self-fulfilling prophecy Pygmalion effect, |
characterizes the fact that people’s expectations determine their behavior |
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Top managers |
determine their organization’s goals, what products or services to offer, how best to finance operations, or where to locate a new manufacturing plant. |
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Middle- and lower-level managers |
determine production schedules, select new employees, and decide how pay raises are to be allocated |
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steps to make a decision |
Step 1: Define the problem. Step 2: Identify the decision criteria. Step 3: Allocate weights to the criteria. Step 4: Develop the alternatives. Step 5: Evaluate the alternatives. Step 6: Select the best alternative. |
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rational decision-making model |
assumes the decision maker has complete information, is able to identify all the relevant options in an unbiased manner, and chooses the option with the highest utility. |
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satisfice |
that is, they seek solutions that are satisfactory and sufficient |
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bounded rationality |
limited information-processing capabilityof human beings makes it impossible to assimilate and understand all theinformation necessary to optimize so Theyconstruct simplified models that extract the essential features |
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intuitive decision making |
unconscious process relies on holistic associations, or links between disparatepieces of information, is fast, and is affectively charged, meaning it usuallyengages the emotions |
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Overconfidence Bias |
Individualswhose intellectual and interpersonal abilities are weakest are most likely tooverestimate their performance and ability. |
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Anchoring Bias |
Fixating on initial information as a starting point and failing to adequately adjust for subsequent information |
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confirmation bias. |
It is a type of selective perception. Here we seek out information thatreaffirms past choices, and discount information that contradicts pastjudgments. |
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availability bias |
the tendency for people to base judgments on information that is readily available. |
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Escalation of commitment |
is a bias that occurs when we stay with a decision even when there is clear evidence that it’s wrong. This type of bias is most likely to occur when individuals view themselves as responsible for the outcome. |
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randomness error |
tendency to believe we can predict the outcome of random events. Decision making becomes impaired when we try to create meaning out of random events. |
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riskaversion |
is the tendency to prefer a sure thing instead of a risky outcome |
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hindsight bias |
the tendency to believe falsely that one has accurately predicted the outcome of an event, after that outcome is actually known. Hindsight bias reduces our ability to learn from the past |
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Individual differences thta effect decison making |
Peersonality -concientiousness (achievment striving, dutifulnesss) -high self-esteem Gender -rumnation mental ability cultural Differences |
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Organizational constraints that affest decision making |
preformance evaluations reward systems formal regulations system... imposed time restraint historical precedents |
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Rumination |
reflecting at length; in decision making, it translates to over-thinking problems |
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Ethical Decision making criterion |
utilitarianism Focus on rights Impose and enforce rules fairly andimpartially to ensure justice or an equitable distribution of benefitsand costs. |
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utilitarianism |
which occurs when decisions are made solely on the basis of their outcomes or consequences. |
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focus in rights |
make decisions consistent with fundamental liberties and privileges as set forth in documents such as the Bill of Rights. •Protects whistle-blowers |
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Behavioral ethics |
an area of study that analyzes how people actually behave when confronted with ethical dilemmas. |
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James Q. Wilson the broken windows theory |
decayed and disorderly urban environments mayfacilitate criminal behavior because they signal antisocial norms. Second, managers should encourageconversations about moral issues we should be aware of ourown moral “blind spots” – the tendency to see ourselves as more moral than weare, and others as less moral than they are. |
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moral “blind spots” |
the tendency to see ourselves as more moral than we are, and others as less moral than they are. |
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creativity |
ability to produce novel and useful ideas |
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causes ofcreative behavior |
creative potential creative enviornment (motivation, rewards and recognizes creative work, Good leadership) |
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Creative behavior four steps, |
•Problem formulation identify a problem •Information gathering •Idea generation •Idea evaluation |
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creative outcomes |
Novelty itself does not generate a creative outcome if it isn’t useful; thus, “off- the- wall” solutions are creative only if they help solve the problem |