When making decisions in a managerial role one must recognize and be aware of the role one’s perceptions can
play in those decisions. A manager’s perceptions can color decisions he or she makes and although these perceptions
can be beneficial it is important to make sure that they do not bias those decisions. Decisions should be based in fact
and all aspects of a situation should be carefully looked at to make sure that one’s perceptions do not cloud judgments
and cause managers to make bad decisions. In discussing perceptions one must answer the following. What is
perception? How can a person’s perception of others impact an organization’s behavior? What are the positive and
negative effects of using perceptive “shortcuts” when judging others? How are decisions in real world organizations
actually made? How can perceptions shape ethical and moral decisions?
What is perception? The definition of perception is how one sees or perceives reality. Not everyone sees things the same way. In Organizational Theory perception is defined as “is a process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment.” (Robbins. S, 2005) Perception as it applies to business is how a manger perceives a situation and then how those perceptions can affect the decisions that manager makes. For example; suppose every time the manager passes by Sally’s desk she is on the phone and from what the manager can here it is not company business. Now the managers perceptions could be that she is just wasting time talking to a friend, boyfriend, or spouse and not doing her job.
How can a person’s perception of others impact an organization’s behavior? A person’s perceptions of others
impact an organization’s behavior in the way that it affects the employees. If a person’s perceptions are negative or
biased about things such as race, religion, sex, age, or disability that can lead to a hostile work environment. The
employees will not feel comfortable or safe working in an organization where their managers or co-workers
perceptions of them are discriminatory. This type of hostility and resentment can lead to high turnover rates, disgruntled
employees and poor performance and productivity. This can in turn lead to customers who are dissatisfied and this can
cause an organization to loose business and profits.
What are the positive and negative effects of using perceptive “shortcuts” when judging others? In going back to
the scenario given earlier when explaining what perceptions are. The reality of the situation with Sally is that her child’s
school has called to let her know that her daughter is sick and may need to be picked up from school, so Sally has
been calling around trying to find someone to pick her up and take her to the doctor so she doesn’t have to leave
work. Now suppose the manager had acted on his/her perceptions and reprimanded her instead of asking her what
the situation was or getting further information before approaching her in regards to her behavior. This is an example of
the negative effects of perceptions. Another is that a manager’s perceptions can lead to discriminatory acts against
employees because the manager perceives certain things about an employee based on their race, age, sex, or
disability.
Positive effects of using perceptive “short cuts” when judging others can be when a manager perceives something
about an employee based on information given during an interview. For example; if a manager perceives that a
perspective employee will be a beneficial asset to the company. These perceptions can be based on information given
by the perspective employee about their performance for previous employers. The key though is for the manager to
validate his/her perceptions with facts. This can be done by contacting the previous employers the interviewee
mentioned, or by asking for letters of recommendation. Also a manager can verify his/her perceptions by reviewing any
written materials applicable to the job in question.
How are decisions in real world organizations actually made? “Most decisions in the real world don’t follow the
rational model…” (Robbins, S., 2005) Decisions in the real world aren’t so cut and dry, they have many variations
and what works for some organizations won’t for others. As stated in Organization Theory “… people are usually
content to find an acceptable or reasonable solution to their problem rather than an optimal one… Choices tend to be
confined to …the problem symptom and to … the current alternative.” (Robbins, S., 2005)
Often managers will have to clear certain decisions with higher ups or a team of executive officers; especially when it comes to hiring perspective employees to avoid discrimination. Often decisions will be discussed and evaluated by key executives and other departments such as accounting, and human resources depending on the decisions being made.
Take for example the Council for Exceptional Children. They have many publications, both journals and books.
They often contact book authors to provide text books and books on special education and education resources,
teaching methods and the like. When they want to sign on a new author for a book or even if they want to update
contracts with a current author for new editions. The contract and decisions made on royalties and payment schedules
have to go through a process of evaluation by going from one manager to the accounting department who has to sign
off on it before the director of the company reviews it and signs off on it and then it goes to the author to review it and
sign off on it. All this is done before anything is finalized, and often it is done in several stages.
How can perceptions shape ethical and moral decisions? One’s perceptions may shape ethical and moral decisions based on a person’s value system. If a person is very moral and values honesty, integrity and hard workers, then his/her perceptions will be colored by those values. If a person has no values or their values center around what can they benefit out of a situation then their perceptions of ethical and moral decisions are going to be construed in a way that gets the upper hand. They will perceive ethical and moral considerations as how best they can use them to benefit themselves. For example; whistleblowers as termed in the text of Organizational Theory, though it may be true that a person or company’s policies or conduct are not quite ethical or moral, a whistleblower may seize an opportunity to out them in such a way as to benefit them, and cause the most damage to the person or company who policies or conduct was in question. In an article found in the Empirical Study Journal of Ethics it was stated that “In an organic environment, managers are likely to perceive the organization as openly collaborative, creative, encouraging, sociable, relationship-oriented, equitable, empowering, and trusting (McGregor, 1960).”
In conclusion, perceptions are an integral part of the decision making process and in general, business as well.
What one has to learn is how to use their perceptions in a beneficial and positive way. Perceptions can impact decision
in good and bad ways. To avoid bad issues from coming up it is good follow up perceptions with facts. Research and
compile all available information before making a decision. Because an informed decision will help in the long run.
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