The Role of Perception in the Decision-Making Process
The Role of Perception in the Decision-Making Process
Hannah M, Haggins
Axia College
MGT 245
Organizational Theory and Behavior
Profesor Robert Peart
December 30, 2007
Perception and Decision-Making
In business, what is the leading reason for conflict? The answer is perception and its effect on the decision-making process. Many executives approach situations half-cocked only knowing half the facts. Having a perceived view of what is happening and depending on how well that manager is at perceiving the situation, his or her reaction can make the situation worse. Perception, like many other managerial skills, is a learned reaction practice and can be improved over time. How the manager controls their awareness will determine how successful they are as a manager.
Perception
Perception is one of the oldest subjects within scientific psychology, and there are equally many assumptions about its original development. In psychology, perception is the process of acquiring, interpreting, selecting and organizing. Systems of learning perception range from biological or physical approaches, through psychological approaches to the often-abstract use of mental philosophy. Awareness in business can speak about how a customer, manager, owner, or corporation views what is happening within a certain team or company. How the activity is meant is often what causes the response and how the situation is handled. This is not automatically the correct way of dealing with a situation. Administrators in any size business must take into consideration all sides and views of a situation before reacting. Judgment can easily affect ones decision-making process. When coming into a situation, as a manager or otherwise, one must take into account what is happening and this is considered first perception or view. If an employee walked into a fight that was taking place within the company, a first decision may be to punish all individuals involved, but after
Hannah M, Haggins
Axia College
MGT 245
Organizational Theory and Behavior
Profesor Robert Peart
December 30, 2007
Perception and Decision-Making
In business, what is the leading reason for conflict? The answer is perception and its effect on the decision-making process. Many executives approach situations half-cocked only knowing half the facts. Having a perceived view of what is happening and depending on how well that manager is at perceiving the situation, his or her reaction can make the situation worse. Perception, like many other managerial skills, is a learned reaction practice and can be improved over time. How the manager controls their awareness will determine how successful they are as a manager.
Perception
Perception is one of the oldest subjects within scientific psychology, and there are equally many assumptions about its original development. In psychology, perception is the process of acquiring, interpreting, selecting and organizing. Systems of learning perception range from biological or physical approaches, through psychological approaches to the often-abstract use of mental philosophy. Awareness in business can speak about how a customer, manager, owner, or corporation views what is happening within a certain team or company. How the activity is meant is often what causes the response and how the situation is handled. This is not automatically the correct way of dealing with a situation. Administrators in any size business must take into consideration all sides and views of a situation before reacting. Judgment can easily affect ones decision-making process. When coming into a situation, as a manager or otherwise, one must take into account what is happening and this is considered first perception or view. If an employee walked into a fight that was taking place within the company, a first decision may be to punish all individuals involved, but after