When faced with a complex problem, most people respond by reducing the problem to a level at which it can be readily understood. This is because the limited information processing capability of human beings makes it impossible to assimilate and understand all the information necessary to optimize. So people satisfy themselves that is, they seek

Define the problem : The model begins by defining the problem. A problem exists when there is a discrepancy between an existing and a desired state of affairs. Many poor decisions can be traced to the decision maker overlooking a problem or defining the wrong problem Identify the decision criteria : He or she needs

People in organizations are always judging each other. Managers must appraise their employees performances. We evaluate how much effort our co-workers are putting into their jobs. When a new person joins a work team, he or she is immediately “sized up” by the other team members. In many cases, these judgments have important consequences for

We use a number of shortcuts when we judge others. Perceiving/interpreting what others do is burdensome. As a result, individuals develop technique for making the task more manageable. These techniques are frequently valuable they allow us to make accurate perceptions rapidly and provide valid data for making predictions. However, they are not foolproof. They can

A number of factors operate to shape and sometimes distort perception. These factors can reside in the perceiver, in the object or target being perceived, situation in the context of which the perception is made. The Perceiver When an individual looks at a target and attempts to interpret what he or she sees, that interpretation

Our perception of people differ from our perception of inanimate objects such as desk, machine or building, because we can make inferences about the actions of people that we don’t make about in animate objects. Non-living objects are subjects to the law of nature, but they have no beliefs, motives, intentions. But people do. The

Every organization develops a particular model in which behaviour of the people takes place. This model is developed on the basis of management’s assumptions about people and the vision of the management. Since these assumptions vary to a great extent, these result into the development of different organizational behaviour models (OB models). From the very

Individuals in organizations make decisions and hence they make choices among two or more alternatives. Making decisions is not the safe province of managers. Nonmanagerial employees also make decisions that affect their jobs/the organizations for which they work. An increasing number of organizations in recent years have been empowering their non-managerial employees with job related