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Organizational Behavior:
Perception
Mrs. Weinberg
Fall Semester 2011
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Perception
1.Process of selecting, organizing, interpreting visual stimuli
2.Objective reality versus own perception Differences
Misperceptions
3.Individuals see what is important to them
if you are hungry you are more likely to notice food, etc.
If youre tired you keep looking at the clock
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Perceptual Process Model
Emotions andBehaviors
Organization andInterpretation
Selective Attention
Feeling Hearing Seeing Smelling Tasting
Environmental Stimuli
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Gestalt
Perceptual Defense
subconsciously screening out threatening information
Benefit / Disadvantages
What does guest see first stepping into hotel lobby?
Dcor
Smell
People
Max Wertheimer
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Gestalt
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Gestalt
Perceptual Grouping
placing people and objects into groups
Perceptual closure
filling in missing data
Mental Models
broad theories that help us operate in our world
Figure - ground
figure is the dominant feature, ground is surrounding stimuli
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Gestalt : Figure-Ground
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Selective Attention
1.Characteristics of the object
size, intensity, motion, repetition, novelty
2.Perceptual context
Distractors
3.Characteristics of the perceiver
attitudes
perceptual defense
expectations
Motivation and Expectation
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Splatter Vision Perception
Scanning method
System of paying attention to stimuli
Fighter pilots, secret service agents, bird watchers
Scanning everything, without focusing in on particular stimulus
Increases amount of stimuli and reduces selective attention
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Social Identity Theory
An IndividualsSocial Identity
Ritz CarltonEmployee
Live in Montreux
HIMGraduate
Employees atother firms
People livingin other countries
Graduates fromother schools
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Social Identity Theory
Socialidentity
workplace
Community
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Social Identity Theory Features
1.Comparative process
define ourselves by differences with others
2.Homogenization process
similar traits within a group; different traits across groups
3.Contrasting process
develop less favorable images of people in groups other than our own
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Attribution Theory
Heider (1958) ; Weiner and colleagues (1974, 1986) developed atheoretical framework
people try to determine whypeople do what they do.
trying to understand others behavior by piecing togetherinformation until they arrived at a reasonable explanation or cause.
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Attribution Theory
We group behaviors in two categories:
Internal (personal)
cause of behavior is assigned to the individual's characteristics
ability, personality, mood, efforts, attitudes, or disposition.
External (situational)
cause of the given behavior is assigned to the situation
behavior was seen such as the task, other people, or luck.
Subconscious process
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Attribution Theory
We attribute causes to others behavior.
attributions are driven by our emotional and motivational drives.
Blaming and avoiding personal recrimination are self-serving attributions.
In unfair world we tend to blame victims for their fate
seek to distance ourselves from thoughts of suffering the same plight.
We ascribe less variability to others than ourselves
being multifaceted is less predictable
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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
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Transition
Ten minute break
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Stereotypes
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The Stereotyping Process
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How Accurate are Stereotypes?
Some accuracy, some distortion, some error
rarely accurate for everyone in the group
we screen out inconsistent information
Stereotypes are less accurate when:
little interaction with people in that group
in conflict with members of that group stereotypes enhance our own social identity
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Stereotyping and Power
Those with power are more likely to stereotype than those withoutpower
Environment influences stereotyping Stapel, D. A., & Lindenberg, S. (2011). Coping with Chaos: How Disordered Contexts Promote
Stereotyping and Discrimination. Science, 332(6026), 251-253. doi:10.1126/science.1201068
Attractive people are judged to be more intelligent
Hart, W., Ottati, V. C., & Krumdick, N. D. (2011). Physical Attractiveness and Candidate Evaluation:A Model of Correction. Political Psychology, 32(2), 181-203. doi:10.1111/j.1467-9221.2010.00812.x
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Self-fulfilling prophecy
Observer expectations of someone causes that person to act in away that is consistent with the observers expectation
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Self-fulfilling prophecy process
1.Expectations are formed
2.Expectations affect person
3.Expectations affect cognition
opportunities
self-efficacy - belief that he or she has the ability, motivation, and situational
contingencies to complete a task successfully
4.Cognition affect expectation
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Self-Fulfilling Prophecy Cycle
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Self-fulfilling prophecy cycle
Im notgood at
front desk
(at frontdesk)
Mistakes inbx
Supervisornotices
mistakesand pointsthem out
Confirmsown belief
Expectationof selfadjust
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Other Perceptual Errors
Primacy
first impressions
Recency
most recent information dominates perceptions
Halo
one trait forms a general impression
Projection
believing other people are similar to you
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Improving Perceptual Accuracy
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Know Yourself (Johari Window)
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Defining Personality
Set of traits and behaviors that characterize an individual
Relatively stable
May change over time
Reinforcement theory
Major life events
One time learning
Learning influences personality development
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Big Five Personality Dimensions
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Myers-Briggs Type Indicator
Cognitive style
the way an individual perceives and processes information
Two ways of seeking information
sensing
intuition
Two ways of evaluating information thinking
feeling
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Four types of problem solvers
1.Sensation Thinkers
bureaucrats concerned with formulating and following
rules, persistent and decisive
2.Intuitive Thinkers
innovative developer of ideas, but not greatadministrators
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Problem solvers (cont.)
3. Sensation Feelers
methodological, detail oriented, likes facts but not a
great deal of change
4. Intuitive Feelers
charismatic leader that visualizes possibilities
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Other personality traits
Locus of control
degree to which people believe that they, rather than external forces,
determine their own lives
Self-monitoring personality
sensitivity to situational cues, and ability to adapt their behavior to that
situation
Dogmatism
degree of flexibility or rigidity of a persons views
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Other personality traits
Machiavellianism
extent to which a person manipulates others for personal gain
Risk-propensity
willingness to take risks
Self-esteem
judgment of ones own worth