Download - Lecture 3 Perception Outline
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Perception
Definition,Nature, importance
Factors influencing perception
Perceptual process
Perceptual organization
Perceptual errors
Ref : OB, S.P.Robbins
OB,Text & cases, Suja R.Nair
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WE DONT SEE THINGS AS
THEY ARE, WE SEE THINGS
AS WE ARE.
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Story:Three workers were breaking rocks at the
construction site of a huge temple. When
asked, what are you doing?, one ofthem answered, Dont you see Im just
breaking rocks? The other one said, I
am working for Rs.30 a day whereas the
third man replied, Im proud of the fact
that Im helping to build this huge
temple!
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What is Perception?
A process by which individuals organize andinterpret their sensory impressions in order to give
meaning to their environment.
Peoples behavior is based on their perception ofwhat reality is, not on reality itself.
The world as it is perceived is the world that is
behaviorally important.
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Importance of perception:
Helps in understanding the difference between the
perceptual world and the real world.
Individuals have different degrees of readiness to
respond to objects, people, and events.
Perception is what helps individuals to use theknowledge they have in an entirely different situation
from that in which they learned it.
Ex. Uses of knife.
Ex. A universal managerial assumption that subordinatesalways want promotion even though in fact, many
subordinates really feel psychologically compelled to
accept a promotion.
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Nature of perception:
Is a complex cognitive process
Information is selected, cognitively organizes the
perceived information in a specific fashion, and then
interpreted.
Is a subjective process.
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Factors that Influence Perception
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Classification of perceptual selectivity
Perceptual selectivity
External factors
Size
Intensity
Repetition
Novelty
Contrast
Motion
Internal factors
Learning
Needs
Age
differences
Interest
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Perceptual organization
Process by which people group environmentalstimuli into recognizable pattern
Forms of perceptual organization:
Figure ground principle
Perceptual grouping Closure
Continuity
Proximity
Similarity Perceptual constancy
Perceptual context
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1. Figure- ground principle: perceived objectsis viewed as separate from the background
Figure is viewed in contrast to the background
Positioning of the object
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Closure
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Only great minds can read this
fi yuo cnaraed tihs, yuo hvae a sgtrane mnid too
Cna yuo raed tihs? Olny 55 plepoeout of 100 can.
i cdnuolt blveiee taht I cluod aulaclty uesdnatnrd wahtI was rdanieg. The phaonmneal pweor of the hmuanmnid, aoccdrnig to a rscheearch at CmabrigdeUinervtisy, it dseno't mtaetr in waht oerdr the ltteresin a wrod are, the olny iproamtnt tihng is taht the frsitand lsat ltteer be in the rghit pclae. The rset can be a
taotl mses and you can sitll raed it whotuit a pboerlm.Tihs is bcuseae the huamn mnid deos not raed erveylteter by istlef, but the wrod as a wlohe. Azanmig huh?yaeh and I awlyas tghuhot slpeling was ipmorantt!
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Proximity
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Similarity
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Perceptual constancy: (higher form of
perceptual organisation)
Attributing some constant and repeatable
characteristics to events and people and
objects.Irrespective of the information received
by the senses,the size ,color& the characteristicsof the object remains constant.
Ex. An apple in different colors & context
A newspaper print of a photo of 3X 5 inches
A CA Person hired in organization A, B, C
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Perceptual context: ( highest form of perceptual
organization)You perceive the stimulus based on the context
gives meaning and value to simple stimuli, objects,
events, situations and people in the environment.
Ex. Within an organisation, a piece of information
communicated in the form of a circular, a notice, a
suggestion, a pat on the back, a smile, a raised
eyebrow, will acquire a special meaning and addedvalue when placed in the context of the work
organisation.
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Attribution Theory: Judging Others
Our perception and judgment of others is significantlyinfluenced by our assumptions of the other personsinternal state.
When individuals observe behavior, they attempt todetermine whether it is internally or externally caused.
Internal causes are under that persons control External causes are not person forced to act in that way
Causation judged through:
Distinctiveness
Shows different behaviors in different situations.
Consensus
Response is the same as others to same situation.
Consistency
Responds in the same way over time.
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Elements ofAttribution Theory
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Errors and Biases in Attributions
Fundamental Attribution Error The tendency to underestimate the influence of external
factors and overestimate the influence of internal factors
when making judgments about the behavior of others
We blame people first, not the situation
Self-Serving Bias
The tendency for individuals to attribute their own successesto internal factors while putting the blame for failures on
external factors
It is our success but their failure
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Frequently Used Shortcuts in Judging Others
Selective Perception People selectively interpret what they see
on the basis of their interests,
background, experience, and attitudes
Halo Effect
Drawing a general impression about an
individual on the basis of a single
characteristic
Contrast Effects
Evaluation of a persons characteristicsthat are affected by comparisons with
other people recently encountered who
rank higher or lower on the same
characteristics
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Another Shortcut: Stereotyping
Judging someone on the basis of ones perception of thegroup to which that person belongs a prevalent and often
useful, if not always accurate, generalization
Profiling A form of stereotyping in which members of a group are
singled out for intense scrutiny based on a single, often
racial, trait.
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Specific Shortcut Applications in Organizations
Employment Interview Perceptual biases of raters affect the accuracy of
interviewers judgments of applicants
Formed in a single glance 1/10 of a second!
Performance Expectations Self-fulfilling prophecy (Pygmalion effect): The lower or
higher performance of employees reflects preconceived
leader expectations about employee capabilities
Performance Evaluations
Appraisals are often the subjective (judgmental) perceptions
of appraisers of another employees job performance
Critical impact on employees
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Summary and Managerial Implications
Perception: People act based on how they view their world
What exists is not as important as what is believed
Managers must also manage perception
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