中國人民大學(xué)組織行為學(xué)經(jīng)典課件第五章——知覺與個(gè)人決策[終-預(yù)覽頁
【正文】 tion of the group to which that person belongs. 熬慚鄖偏渾賴噬玉妖準(zhǔn)扳邦冕畔核穩(wěn)遵畦謄次友芍波察維洶圓嚎幾倍舀茵中國人民大學(xué)組織行為學(xué)經(jīng)典課件第五章——知覺與個(gè)人決策Chapter 5 169。生產(chǎn)主管、財(cái)會(huì)主管、人事主管分析一份共同案例，寫出報(bào)告，自己認(rèn)為最重要的問題是什么。不要跟在孩子和動(dòng)物之后演出你的節(jié)目。 刻板印象： 根據(jù)某人所屬的群體知覺為基礎(chǔ)判斷某人。 2022 Prentice Hall Inc. All rights reserved. 5–18 Specific Applications in Organizations ? Employment Interview ? Perceptual biases of raters affect the accuracy of interviewers’ judgments of applicants. ? Performance Expectations ? Selffulfilling prophecy (pygmalion effect): The lower or higher performance of employees reflects preconceived leader expectations about employee capabilities. ? Ethnic Profiling ? A form of stereotyping in which a group of individuals is singled out—typically on the basis of race or ethnicity—for intensive inquiry, scrutinizing, or investigation. 鵝鞭球爭鵲遙陡狡復(fù)初邱士鉑菠借桑酬察峨舷界盟羞貴坪左墜志點(diǎn)峭恤丘中國人民大學(xué)組織行為學(xué)經(jīng)典課件第五章——知覺與個(gè)人決策Chapter 5 169。（培訓(xùn)學(xué)員中 1/3是很有潛力， 1/3潛力一般，其余人的潛力未知 )。對一名決策者視為忠誠的人，在另一名決策眼中可能是過分屈從。如果個(gè)體以消極方式工作，而管理者有未能成功處理其中的差異時(shí)，則將導(dǎo)致缺勤率和流動(dòng)率的增加，以及工作滿意度的降低。 2022 Prentice Hall Inc. All rights reserved. 5–23 The Link Between Perceptions and Individual Decision Making Perception of the decision maker Outes Problem A perceived discrepancy between the current state of affairs and a desired state. Decisions Choices made from among alternatives developed from data perceived as relevant. 飲傭州挽呂堯挨跟損嶼狠梳較至湛憊掃和煎傾勘厚辟歌龍?jiān)虑蛱醇椽q似噎中國人民大學(xué)組織行為學(xué)經(jīng)典課件第五章——知覺與個(gè)人決策Chapter 5 169。 2022 Prentice Hall Inc. All rights reserved. 5–27 How Are Decisions Actually Made in Organizations (cont’d) ? How/Why problems are identified ? Visibility over importance of problem ? Attentioncatching, high profile problems ? Desire to ―solve problems‖ ? Selfinterest (if problem concerns decision maker) ? Alternative Development ? Satisficing: seeking the first alternative that solves problem. ? Engaging in incremental rather than unique problem solving through successive limited parison of alternatives to the current alternative in effect. 兩怎彬炮詞并抬盜宦茂眺徽壕肯屢擻窄荊耐食翅摔憨餓霸瀕憶搜襖射樓跺中國人民大學(xué)組織行為學(xué)經(jīng)典課件第五章——知覺與個(gè)人決策Chapter 5 169。 2022 Prentice Hall Inc. All rights reserved. 5–31 Organizational Constraints on Decision Makers ? Performance Evaluation ? Evaluation criteria influence the choice of actions. ? Reward Systems ? Decision makers make action choices that are favored by the anization. ? Formal Regulations ? Organizational rules and policies limit the alternative choices of decision makers. ? Systemimposed Time Constraints ? Organizations require decisions by specific deadlines. ? Historical Precedents ? Past decisions influence current decisions. 便涼讀須勞拿溶喘駿昨啤撫兆犢峰齲鉚旭蒲攢窮狠咎川濱配示刷穆甲廢柔中國人民大學(xué)組織行為學(xué)經(jīng)典課件第五章——知覺與個(gè)人決策Chapter 5 169。 2022 Prentice Hall Inc. All rights reserved. 5–35 Ways to Improve Decision Making ? Analyze the situation and adjust your decision making style to fit the situation. ? Be aware of biases and try to limit their impact. ? Combine rational analysis with intuition to increase decisionmaking effectiveness. ? Don’t assume that your specific decision style is appropriate to every situation. ? Enhance personal creativity by looking for novel solutions or seeing problems in new ways, and using analogies. 丈捌賺?？旅韪ひ犷i紳疚厘尹渺倚骯陋端濃福臍源圍震淤抿赦吞凹牛射遏中國人民大學(xué)組織行為學(xué)經(jīng)典課件第五章——知覺與個(gè)人決策Chapter 5
教學(xué)課件相關(guān)推薦
鄂ICP備17016276號(hào)-1