Organizational behavior: Lecture 13 - Dr. Mukhtar Ahmed

Organizational
Behavior
(MGT-502)

Lecture-13


Summary
of
Lecture-12


Perception


Factors Influencing
Perception
• The Perceiver
• The Target
• The Situation


Attribution
The Process through which
individuals attempt to
determine the causes of others
behavior


Fundamental Attribution Error
The tendency to attribute others’

actions to internal causes (e.g their
traits) while largely ignoring external
factors that also may have influenced
their behavior.


Impression Management
Self-presentation
Is the process by which people attempt
to manage or control the perceptions
other form of them.


Perception &
Decision Making


Rational Decision-Making
Model
A decision-making model
that describes how
individuals should behave
in order to maximize
some outcomes.


Alternatives to
Rational Decision- Making
• Bounded Rationality
• Intuitive Decision-making

• Decision-Making by Objection
• The Garbage Can Model


A Model of Bounded Rationality
Ascertain
the Need
for a Decision

Select
Criteria

Identify a
Limited Set
of Alternatives

Compare
Alternatives
Against Criteria

Simplify
the Problem

Expand
Search for
Alternatives

Select the
First “Good
Enough” Choice

A “Satisficing”
No
Alternative
Exists

Yes


Intuitive Decision Making
High uncertainty levels
Little precedent
Hard to predictable variables
Limited facts
Unclear sense of direction
Analytical data is of little use
Several plausible alternatives
Time constraints


Tolerance for Ambiguity

Decision-Style Model
High

Analytical

Conceptual

Directive

Behavioral

Low
Rational

Intuitive
Way of Thinking


Criteria of Decision
Effectiveness
•
•
•
•

Quality
Timeliness
Acceptance
Ethical Appropriateness


Types of Managerial Decisions
• Programmed vs. Nonprogrammed
• Strategic vs. Operational
• Top-Down vs. Worker-Empowered


Methods of Improving Decision

Making in Organizations
• Human-based Methods
• Computer-based Methods
• Brainstorming
• Nominal Group Technique
• Delphi Method


Today’s Topics


Motivation
A state of mind, desire,
energy or interest that
translates into action.


• Motivation
–The inner drive that directs a
person’s behavior toward
goals.


Defining Motivation
The processes that account for an
individual’s intensity, direction and
persistence of effort toward attaining a
goal.
Key Elements
1. Intensity: how hard a person tries

2. Direction: toward beneficial goal
3. Persistence: how long a person tries


• Intensity is concerned with how hard a
person tries. This is the element most of us
focus on when we talk about motivation.

• Direction is the orientation that benefits the
organization.

• Persistence is a measure of how long a
person can maintain his/her effort. Motivated
individuals stay with a task long enough to
achieve their goal.


Why Do We Care?
Ability
PERFORMANCE

Motivation

 Opportunity

Performance =
f (Ability, Motivation, Opportunity)


The Motivation

Process


Need
More money for
unexpected medical expenses
Goal-directed behavior

Ask for a raise
Work harder to gain a promotion
Look for a higher-paying job
Steal
Need Satisfaction

More money


Core Phases of
the Motivational
Process