CHAPTER 5 PERCEPTION AND INDIVIDUAL DECISION MAKING nurture OBJECTIVES after(prenominal) studying this chapter, students should be able to: 1.Explain how two masses undersurface see the same thing and interpret it differently 2. try the three determinants of attri exclusivelyion 3.Describe how shortcuts can assist in or distort our judgment of others 4.Explain how perception affects the stopping point-making process 5.Outline the vi steps in the rational termination-making model 6.Describe the actions of the boundedly rational ratiocination maker 7.Identify the conditions in which individuals are most likely to usage intuition in stopping point making 8.Describe four styles of closing making 9.Define heuristics, and explain how they bias decisions 10.Contrast the three good decision criteria TEXT OUTLINE I. Introduction A. The Intel Decision Blunder 1. diminish of 1994 2. The decision maker co- gear uper and chief executive o fficer at the time, Andrew orchard 3. The powerful Pentium chip had become the brains in more(prenominal) than 4 million personal electronic computers. 4. In late October 1994, a prof in Virginia discovered a mar in the Pentium chip. a) In division problems involving very large numbers, the solution was incorrect. b) Intel admitted that it had found the demerit four months earlier and had corrected it. 5.
A shrimpy but vocal group of customers and computer industry advocates were non happy. a) They sine qua noned Intel to alternate all the flawed chips. b) orchard and his exec! utive team approached the discommode as an engineering problem. c) They would replace amiss(p) Pentium chips, but only if computer owners could demonstrate that they really need an extra margin of accuracy. d) Grove considered the issue closed. 6. Consumers were angry. 7. Under pressure, Grove again met with his senior executive group to analyze the problem, and they resolved to hold their ground. They described the flaw as minor. a) Intels stance...If you want to get a enough essay, order it on our website: BestEssayCheap.com
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