what are the factors influencing perception? what are common perceptual distortions? what is social...
DESCRIPTION
Perception The process by which people select, organize, interpret, retrieve, and respond to information from the world around them. 4-3 Copyright © 2010 John Wiley & Sons, Inc.TRANSCRIPT
What are the factors influencing perception?What are common perceptual distortions?What is social learning theory?What is the link between attribution and
perception?What is involved in learning by reinforcement?
4-2Copyright © 2010 John Wiley & Sons, Inc.
Perception The process by
which people select, organize, interpret, retrieve, and respond to information from the world around them.
4-3Copyright © 2010 John Wiley & Sons, Inc.
4-4Copyright © 2010 John Wiley & Sons, Inc.
4-5Copyright © 2010 John Wiley & Sons, Inc.
What do you see?
4-6Copyright © 2010 John Wiley & Sons, Inc.
Influence Factors Stages of Perception
Response (Feeling, thinking, acting)
Organization RetrievalAttention and Selection
Schemas/Scripts
Organization Attention and Selection Organization Attention and Selection
Attention and selection Selective screening
Lets in only a tiny portion all the information that is available
Two types of selective screening Controlled processing Screening without perceiver’s conscious
awareness
4-7Copyright © 2010 John Wiley & Sons, Inc.
SchemasCognitive frameworks that represent
organized knowledge about a given concept or stimulus developed through experience.
4-8Copyright © 2010 John Wiley & Sons, Inc.
Self schema Contains information about a person’s own
appearance, behavior, and personality.
Person schemaRefers to the way individuals sort others
into categories in terms of similar perceived features.
4-9Copyright © 2010 John Wiley & Sons, Inc.
Script schema a knowledge framework
that describes the appropriate sequence of events in a given situation.
Person-in-situation schema combines schemas built
around persons and events.
4-10Copyright © 2010 John Wiley & Sons, Inc.
You have just been told that your job has been ‘down-sized’. This has never happened to you before. Now what?1) Take cues from your environment.2) Pay attention to salient cues.3) Create a new mental category (laid off).4) Consider how others have responded.
4-11Copyright © 2010 John Wiley & Sons, Inc.
InterpretationUncovering
the reasons behind the ways stimuli are grouped.
4-12Copyright © 2010 John Wiley & Sons, Inc.
RetrievalAttention and selection, organization, and
interpretation are part of memory. Information stored in memory must be
retrieved in order to be used.
4-13Copyright © 2010 John Wiley & Sons, Inc.
Impression ManagementSystematic attempt to influence how others perceive us.Cultivating positive impressions can help
to advance a job or career.
4-14Copyright © 2010 John Wiley & Sons, Inc.
StereotypesAssigns attributes to an individual that are
commonly associated with a group. Individual differences are obscured.Strong impact at the organization stage.
4-15Copyright © 2010 John Wiley & Sons, Inc.
Halo effectsOccur when one attribute of a person or
situation is used to develop an overall impression of the individual or situation.
4-16Copyright © 2010 John Wiley & Sons, Inc.
Selective perceptionThe tendency to single out for attention
those aspects of a situation, person, or object that are consistent with one’s needs, values, or attitudes.
4-17Copyright © 2010 John Wiley & Sons, Inc.
ProjectionThe assignment of one’s personal
attributes to other individuals.
4-18Copyright © 2010 John Wiley & Sons, Inc.
Contrast effectsOccur when an individual’s characteristics
are contrasted with those of others recently encountered, who rank higher or lower on the same characteristics.
4-19Copyright © 2010 John Wiley & Sons, Inc.
Self-fulfilling prophecy The tendency to
create or find in another situation or individual that which one expected to find.
4-20Copyright © 2010 John Wiley & Sons, Inc.
Copyright © 2010 John Wiley & Sons, Inc. 4-21
SELF FULFILLING PROPHESY
Think about the self-fulfilling prophecy. Which of the following would not be a good idea?
a. Instill confidence in your staff.b. Identify errors in employee’s performance
and refer to them often.c. Treat all new employees as if they are star
performers.d. Set high performance goals.
4-22Copyright © 2010 John Wiley & Sons, Inc.
AttributionProcess of creating explanations for events.
Can be classified as internal or external: Internal factors – Personal characteristics that cause behavior (e.g., ,
lack of knowledge, ability, effort, motivation, attitude)
External factors – Environmental characteristics that cause behavior
(e.g., task difficulty, good/bad luck, not enough training, situational
factors like technical malfunctions, weather, health)
4-23Copyright © 2010 John Wiley & Sons, Inc.
Distinctiveness Consistency of a person’s behavior across
situations.Consensus
Likelihood of others responding in a similar way.Consistency
Whether an individual responds the same way across time.
4-24Copyright © 2010 John Wiley & Sons, Inc.
4-25Copyright © 2010 John Wiley & Sons, Inc.
Copyright © 2010 John Wiley & Sons, Inc. 4-26
External Attribution* High consensus* High distinctiveness* Low consistency
Internal Attribution* Low consensus* Low distinctiveness* High consistency
Fundamental attribution error “Your poor performance is caused by you!”
In general, we tend to blame the person first, not the situation.
4-27Copyright © 2010 John Wiley & Sons, Inc.
Self-serving bias Tendency to take more personal
responsibility for success than failure. I got an “A” because I studied.
I got a “D” because the exam was too hard.
4-28Copyright © 2010 John Wiley & Sons, Inc.
Do not overlook the external causes of others’ behaviors. (Identify and confront your stereotypes, your biases, your preconceived notions.)
Evaluate people based on objective factors.
Do not rush to judgment http://www.youtube.com/watch?v=b5ZljnMmrI
s(5.13 sec)
4-29Copyright © 2010 John Wiley & Sons, Inc.
Cultural differences in attributions : Individualistic cultures - managers more likely to
attribute employee poor performance to internal causes. Negative attributes – blame team-mates for
subordinates for performance problems.
Collectivist cultures – overemphasize self-serving bias; managers blame themselves for group’s failure.
4-30Copyright © 2010 John Wiley & Sons, Inc.
Social learning theory Describes how learning occurs through
interactions among people, behavior, and environment.
4-31Copyright © 2010 John Wiley & Sons, Inc.
Self efficacyThe person’s belief that he or she can
perform adequately in a situation (self-confidence, competence, ability).
Key factor in self-control.
4-32Copyright © 2010 John Wiley & Sons, Inc.
ReinforcementThe administration of a consequence as a
result of a behavior.Appropriate use of reinforcement used can
alter the direction, level and persistence of a behavior.
4-33Copyright © 2010 John Wiley & Sons, Inc.
Classical conditioning A form of learning through association that
involves the manipulation of stimuli to influence behavior.
Stimulus Something that elicits some kind of a
response.
4-34Copyright © 2010 John Wiley & Sons, Inc.
Operant conditioning The process of controlling behavior by
manipulating, or “operating” on, its consequences.
Considered ‘learning by reinforcement’.
4-35Copyright © 2010 John Wiley & Sons, Inc.
4-36Copyright © 2010 John Wiley & Sons, Inc.
Law of effectBehavior that results in a pleasant
outcome is likely to be repeated while behavior that results in an unpleasant outcome is not likely to be repeated.
4-37Copyright © 2010 John Wiley & Sons, Inc.
You work really hard at your job, and are not rewarded. The “law of effect” would suggest that you willa.Quitb.Keep trying to impress the right
people4-38Copyright © 2010 John Wiley & Sons, Inc.
4-39Copyright © 2010 John Wiley & Sons, Inc.
Organizational behavior modification (OB Mod)The systematic reinforcement of desirable
work behavior and the non-reinforcement or punishment of unwanted work behavior.
4-40Copyright © 2010 John Wiley & Sons, Inc.
Positive reinforcement Increases the frequency of a behavior
through the contingent presentation of a desirable consequence. Law of contingent reinforcement - only the
correctly exhibited behavior is rewarded. Law of immediate reinforcement – reward
must be provided as soon as possible after the behavior.
4-41Copyright © 2010 John Wiley & Sons, Inc.
Shaping Creation of a new behavior by the positive
reinforcement of successive approximations to the desired behavior.
4-42Copyright © 2010 John Wiley & Sons, Inc.
Continuous reinforcementAdministering a reward each time the
desired behavior occurs.
Intermittent reinforcementRewards behavior periodically — either on
the basis of time elapsed or the number of desired behaviors exhibited.
4-43Copyright © 2010 John Wiley & Sons, Inc.
4-44Copyright © 2010 John Wiley & Sons, Inc.
Negative reinforcementThe withdrawal of negative consequences
to increase the likelihood of repeating the desired behavior in a similar setting.
4-45Copyright © 2010 John Wiley & Sons, Inc.
PunishmentThe administration of negative
consequences, or the withdrawal of positive consequences, to reduce the likelihood of repeating the behavior in similar settings.
4-46Copyright © 2010 John Wiley & Sons, Inc.
ExtinctionThe withdrawal of the reinforcing
consequences for a given behavior.
4-47Copyright © 2010 John Wiley & Sons, Inc.
4-48Copyright © 2010 John Wiley & Sons, Inc.
Behavior modification techniques, when utilized positively in organizations, can be very powerful and effective in encouraging desired performance. Because of their potential power, they may
lend themselves to inappropriate or even unethical uses.
4-49Copyright © 2010 John Wiley & Sons, Inc.