Incident 2 Organizational Behavior Essay

Mental Ability We know muckle with higher levels of cordial ability be able to process information to a greater extent quickly, clear problems more accurately, and learn faster, so you might expect them also to be less susceptible to common deci- sion errors. However, mental ability appears to help people revoke only some of these. 74 Smart people are clean as likely to fall prey to anchoring, overconfidence, and escalation of commitment, probably because just being smart doesnt alert you to the possibility youre as well as confident or emotionally defensive. That doesnt mean intelligence never matters. Once warned about decision-making errors, more intelligent people learn more quickly to avoid them. They are also better able to avoid logical errors like false syllogisms or incorrect interpretation of data. heathen Differences The rational model makes no acknowledgment of heathenish differences, nor does the bulk of OB research literature on decision making.But Indonesians, for instance, dont necessarily make decisions the same way Australians do. Therefore, we need to recognize that the cultural background of a decision maker can significantly model the selection of problems, the depth of analysis, the importance placed on logic and rationality, and whether organisational decisions should be made autocratically by an individual man- ager or conjointly in groups. 75 Cultures differ in their time orientation, the importance of rationality, their impression in the ability of people to solve problems, and their preference for col- lective decision making. Differences in time orientation help us understand why managers in Egypt make decisions at a much slower and more moot pace than their U.S. counterparts. While rationality is valued in North America, thats not true elsewhere in the world.