week 3 perception

8/2/2019 Week 3 Perception

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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

week 3 perception

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