Professional Documents
Culture Documents
OBJECTIVES
Managerial
you should be able to:
Communication, Decision- 1. Explain how two people can see the
Making and Problem same thing and interpret it differently.
Outline the difference between the
Solving 2.
LEARNING
rational decision-making model, bounded
rationality and satisficing decision-
Topic 7 making.
3. Describe the importance of a political
perspective in decision-making.
Dr Suzanne Young
4. Discuss the communication process.
5. Discuss conflict and how it can be
overcome.
Reading Perception
| Form groups of 2.
| Robbins and Judge 2009 Chapter 5,
11, 14 and 15 | Write down your perceptions of
partner.
| Exchange perceptions with partner.
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What Is Perception, and Why Is It
Perception Important?
Perception
A process by which • People’
People’s behavior is
| www.scientificpsychic.com/graphics
individuals organize and based on their
interpret their sensory perception of what
impressions in order to reality is, not on
give meaning to their reality itself.
environment.
• The world as it is
perceived is the world
that is behaviorally
important.
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Factors
That
Person Perception: Making Judgments
Influence About Others
Perception Attribution Theory
When individuals observe
behavior, they attempt to
determine whether it is
internally or externally
caused.
2
Errors and Biases in Attributions
Fundamental Attribution Error
The tendency to underestimate
the influence of external factors
and overestimate the influence
of internal factors when making
judgments about the behavior
of others.
Self-Serving Bias
The tendency for individuals to attribute
their own successes to internal factors
Attribution while putting the blame for failures on
external factors.
Theory E X H I B I T 5–2
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People selectively interpret what they see on the Drawing a general impression
about an individual on the
basis of their interests, background, experience,
and attitudes. basis of a single characteristic
Contrast Effects
Evaluation of a person’s characteristics that
are affected by comparisons with other
people recently encountered who rank higher
or lower on the same characteristics.
3
Steps in the Rational Decision- How Are Decisions Actually Made
Making Model in Organizations
Describes how individuals should behave Bounded Rationality
in order to maximize some outcome.
Individuals make decisions by constructing
1. Define the problem. simplified models that extract the essential
2. Identify the decision criteria. features from problems without capturing
all their complexity.
3. Allocate weights to the criteria.
4. Develop the alternatives.
5. Evaluate the alternatives.
6. Select the best alternative.
• You are to purchase a car. What are the steps to conduct
in the purchase using this model? E X H I B I T 5–3
4
Bases of Power: Formal Power
Bases of Power: Formal Power
(cont’d)
Formal Power Legitimate Power
Is established by an individual’s position in an The power a person receives as a result
organization; conveys the ability to coerce or of his or her position in the formal
reward, from formal authority, or from control of hierarchy of an organization.
information.
Information Power
Coercive Power
A power base dependent on fear. Power that comes from
access to and control
Reward Power over information.
Compliance achieved based on
the ability to distribute rewards
that others view as valuable
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Transitions in Conflict Thought Dimensions of Conflict-
(cont’d)
Human Relations View of Conflict
Handling Intentions
The belief that conflict is a natural and inevitable
outcome in any group.
Factors That
Influence The Communication Process
Model
Political
Behaviors
Communication Process
The steps between a source and a
receiver that result in the transference
and understanding of meaning.
E X H I B I T 13–4 E X H I B I T 10–1
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Intonations: It’s the Way You Say
Direction of Communication It!
Change your tone and you change your meaning:
Placement of the emphasis What it means
Why don’t I take you to dinner tonight? I was going to take someone else.
Why don’t I take you to dinner tonight? Instead of the guy you were going with.
Downward
Why don’t I take you to dinner tonight? I’m trying to find a reason why I
shouldn’t take you.
Why don’t I take you to dinner tonight? Do you have a problem with me?
Lateral
Why don’t I take you to dinner tonight? Instead of going on your own.
Why don’t I take you to dinner tonight? Instead of lunch tomorrow.
Why don’t I take you to dinner tonight? Not tomorrow night.
Upward
Source: Based on M. Kiely, “When ‘No’ Means ‘Yes,’ ” Marketing, October 1993, pp. 7–9. Reproduced in A. Huczynski E X H I B I T 10–2
and D. Buchanan, Organizational Behaviour, 4th ed. (Essex, England: Pearson Education, 2001), p. 194.
Information Richness of
Choice of Communication Channel Communication Channels
Channel Richness
The amount of information that can be transmitted
during a communication episode.
Source: Based on R.H. Lengel and D.L. Daft, “The Selection of Communication Media as an Executive Skill,”
Academy of Management Executive, August 1988, pp. 225–32; and R.L. Daft and R.H. Lengel, “Organizational
Information Requirements, Media Richness, and Structural Design,” Managerial Science, May 1996, pp. 554–72. E X H I B I T 10–7
Reproduced from R.L. Daft and R.A. Noe, Organizational Behavior (Fort Worth, TX: Harcourt, 2001), p. 311.
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Barriers to Effective Communication Barriers to Effective Communication
Emotions Filtering
How a receiver feels at the time a message is received A sender’s manipulation of information so that it will
will influence how the message is interpreted. be seen more favorably by the receiver.
Words have different meanings People selectively interpret what they see on the
to different people. basis of their interests, background, experience, and
attitudes.
Communication Apprehension
Information Overload
Undue tension and anxiety about oral
communication, written communication, or both. A condition in which information inflow exceeds an
individual’s processing capacity.
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