slides on organizational behaviour

8/12/2019 slides on organizational behaviour

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McGraw-Hill/Irwin 2008 The McGraw-Hill Companies, Inc. All rights reserved.

3

Perception and Learning

in Organizations


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McShane/Von Glinow OB4e 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 3-2

Vodafone Executive Grahame Maher

Vodafone executive

Grahame Maher keeps his

perceptions in focus by

discarding the executive

suite and working alongside

employees every day.

Bob Finlayson/Newspix


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Perception Defined

The process of selecting,

organizing, and

interpreting information

in order to make sense

of the world around us.

Bob Finlayson/Newspix


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Selective Attention

Characteristics of the object

size, intensity, motion, repetition, novelty

Perceptual context

Characteristics of the perceiver

attitudes

perceptual defense expectations -- condition us to expect events


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Perceptual Organization/Interpretation

Categorical thinking Mostly unconscious process of organizing people/things

Perceptual grouping principles

Closure -- filling in missing pieces

Identifying trends Similarity or proximity

Mental models

Broad world-views or theories-in-use

Help us to quickly make sense of situations

May block recognition of new opportunities/perspectives


7/31McShane/Von Glinow OB4e 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 3-7

An Individuals

Social Identity

Oracle Corp.

Employee

Social Identity Theory

Live in the

United States

University of

Massachussetts

Graduate

Employees at

other firms

People living

in other countries

Graduates fromother schools



Social Identity Theory Features

Categorization process

compare characteristics of our groups with other

groups

Homogenization process similar traits within a group; different traits across

groups

Differentiation process develop less favorable images of people in groups

other than our own



Stereotyping & Social Identity in Engineering

Women are underrepresented

in engineering and computer

science partly because:

Social identity

Women dislike the geek

stereotype of engineers and

computer scientists

Sex role stereotyping

Women discouraged from

becoming engineers Prejudice

Still some bias against

female engineering students

Mel Melcon/ Los Angeles Times



Stereotyping

Process of assigning traits

to people based on their

membership in a social

category

Categorical thinking Strong need to understand

and anticipate others

behavior

Enhances our self-perception

and social identity

Mel Melcon/ Los Angeles Times



Minimizing Stereotyping Biases

Diversity awareness training Educate employees about the benefits of

diversity and dispel myths

Meaningful interaction Contact hypothesis

Decision-making accountability Making people accountable for their decisions

motivates them to consider objective info ratherthan stereotypes



Attribution Process

Internal Attribution

Perception that persons behavior is due to

motivation/ability rather than situation or fate

External Attribution Perception that behavior is due to situation or fate

rather than the person



Rules of Attribution

External Attribution

Frequently

Consistency

Seldom

Internal Attribution

Frequently

Distinctiveness

Seldom

Seldom

Consensus

Frequently



Attribution Errors

Fundamental Attribution Error

attributing own actions to external factors and

others actions to internal factors

Self-Serving Bias

attributing our successes to internal factors and our

failures to external factors



Self-Fulfilling Prophecy Cycle

Supervisor

forms

expectations

Expectations

affect supervisors

behavior

Supervisors

behavior affects

employee

Employees

behavior matches

expectations



Self-Fulfilling Prophecy Contingencies

Self-fulfilling prophecy effect is strongest:

1. At the beginning of the relationship (e.g. employee

joins the team)

2. When several people have similar expectationsabout the person

3. When the employee has low rather than high past

achievement



Other Perceptual Errors

Primacy first impressions

Recency

most recent information dominates perceptions

Halo one trait forms a general impression

Projection believe other people do the same things or have thesame attitudes as you



Improving Perceptions

Empathy

Sensitivity to the feelings, thoughts, and situation of

others

Cognitive and emotional component

Self-awareness

Awareness of your values, beliefs and prejudices

Applying Johari Window



Known to Self Unknown to Self

Knownto Others

Unknownto Others

Open

Area BlindArea

Unknown

Area

HiddenArea

Know Yourself (Johari Window)

Open

Area

Blind

Area

Hidden

Area

Unknown

Area

Disclosure

Feedback



Definition of Learning

A relatively permanent change in behavior

(or behavior tendency) that occurs as a

result of a persons interaction with the

environment



Learning and Behavior

Learning affected behavior through three MARS

model elements:

Ability -- learning increases skills and knowledge

Role perceptions -- learning clarifies roles andpriorities

Motivation -- learning is necessary for some need

fulfillment


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Behavior Modification

We operate on the environment

alter behavior to maximize positive and minimize

adverse consequences

Learning is viewed as completely dependent onthe environment

Human thoughts are viewed as unimportant


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A-B-Cs of Behavior Modification

Consequences

What happens

after behavior

Co-workersthank

operator

Example

Behavior

What person

says or does

Machineoperator turns

off power

Antecedents

What happens

before behavior

Warninglight

flashes


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Contingencies of Reinforcement

Behavior

increases/

maintained

Behavior

decreases

Consequence

is introduced

Consequence

is removed

Punishment

Positive

reinforcement

Extinction Punishment

Negative

reinforcement

No

consequence


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Schedules of Reinforcement

behaviors1 2 3 4 5 6 7 8 9

Continuous

Fixed ratio

Variable ratio

Fixed interval

Time (Days)1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16

Variable interval


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Behavior Modification in Practice

Behavior modification is used in:

every day life to influence behavior of others

company programs to reduce absenteeism, improve

safety, etc.

Behavior modification problems include:

Reward inflation

Ethical concern that variable ratio schedule is a lottery

Behaviorist philosophy vs. learning through mentalprocesses


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Social Learning Theory

Behavioral modeling Observing and modeling behavior of others

Learning behavior consequences

Observing consequences that others

experience

Self-reinforcement

Reinforcing our own behavior withconsequences within our control


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Concrete

experience

Reflective

observation

Abstract

conceptualization

Active

experimentation

Kolbs Experiential Learning Model


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Developing a Learning Orientation

Value the generation of new knowledge

Reward experimentation

Recognize mistakes as part of learning

Encourage employees to take reasonable risks


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Action Learning

Experiential learning in which employees,

usually in teams, investigate and apply solutions

to a situation that is both real and complex, with

immediate relevance to the company Concrete experience

Learning meetings

Team conceptualizes and applies a solution to a

problem


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Perception and Learning in

Organizations

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